this study attempts to investigate the impacts of severalcorporate governance mechanisms on two alternative proxies for agencycosts, namely the ratio of total sales to total assets (asset turnover) and theratio of selling, general and administrative expenses to total sales(sg&a;). agency costs, non-executive directors on the board, andinstitutional investors are dependent variables. the analysi...

The purpose of this study is to evaluate the effect of the characteristics of board of directors (Chief Executive Officer Duality, CEO tenure duration, size and independence of the board of directors) on earnings management. In this study, data from 62 companies listed in the Tehran Stock Exchange during the years of 2011 to 2015 were used. The statistical method used in this research is panel ...

While executive directors are responsible for superior performance, their behaviour may not always be aligned with shareholder interests. Non-executive directors provide one method of monitoring and controlling these and other agency costs. An event study focusing on director departure provides some insight into the economic importance of directors to shareholders. Initial results highlight bot...

Performance Effects of Appointing Other Firms’ Executive Directors to Corporate Boards: An Analysis of UK Firms This paper studies the effect on company performance of appointing non-executive directors that are also executive directors in other firms. The analysis is based on a new panel dataset of UK companies over 2002-2008. Our findings suggest a positive relationship between the presence o...

AIM The present study investigates the factors Nurse Executive Directors (NEDs) consider important to their effectiveness, examines whether factors identified in previous studies remain relevant and identifies themes that might inform current practice and future research. BACKGROUND Increasing competition in healthcare markets is increasing the demands on Nurse Executive Directors. There is a...

This study examines the situation of female directors in the top 100 UK quoted companies in the context of recent debates about occupational gender differences and the quality of corporate governance. Less than 2% of the executive directors in our sample are females and just under 9% of the non-executive directors are females. Female non-executive directors receive about two thirds the remunera...

Notwithstanding the important role non-executive directors’ play in corporate governance and the increasing attention they receive from regulators, research on non-executives is still in its infancy. UK Corporate Governance Code does not specify how the roles of non-executive directors should be carried out, but yet the importance of such roles is crucial to the notion of governance. In conjunc...

BACKGROUND National Health Service (NHS) trusts, which provide the majority of hospital and community health services to the English NHS, are increasingly adopting a 'public firm' model with a board consisting of executive directors who are trust employees and external non-executives chosen for their experience in a range of areas such as finance, health care and management. In this paper we co...

Corporate governance guidelines in many countries do not specify the determinants of non-executive director compensation and the empirical evidence has only briefly and indirectly addressed this issue. We show that this question is fundamentally complex because (a) whilst the roles of non-executive directors are relatively well stated, their actual contributions remain unclear, (b) governance c...

We examine the impact of independent directors’ reputations on executive pay-performance sensitivity. Using hand-collected data from listed Chinese companies 2012 to 2017, we find a positive association between and sensitivity that is more pronounced in with less concentrated ownership. Further, results show reputable directors have stronger influence when they sit remuneration committee, are s...