Consensus in Diverse Corporate Boards
By Nina Baranchuk, Philip H. Dybvig. 2009
157 citations recorded by the source corpus.
Subfields: Accounting, Finance, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/07dde11eeba3df1e171d7968d4b0f37fadd8461f
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Citations in the corpus
- What do boards really do? Evidence from minutes of board meetings. (2013, unknown): “For example, in Adams and Ferreira (2007) the board chooses an optimal project out of two or more alternatives, and in Baranchuk and Dybvig (2009) the board chooses to take an action from a set of possible actions.”
- Corporate governance and dividend pay-out policy in UK listed SMEs: The effects of corporate board characteristics (2017, unknown): “By contrast, and in line with the predictions of the substitute hypothesis, board gender diversity may not be considered as effective governance mechanism because it can increase conflict among board members (Baranchuk & Dybvig, 2009).”
- CEOs Under Fire: The Effects of Competition from Inside Directors on Forced CEO Turnover and CEO Compensation (2013, background): “First, they extend the literature on the role of inside directors, which has focused on the information-providing role of insiders and the board’s advisory function (e.g., Adams, Almeida, and Ferreira (2005), Adams and Ferreira (2007), Baranchuk and Dybvig (2009), and Harris and Raviv (2008)).”