The impact of board size on firm performance: evidence from the UK

By Paul M. Guest. 2009

866 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/21bd9519af7f847a820efc96f281b7a3d997373b

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Citations in the corpus

The mediating role of innovation between corporate governance and organizational performance: Moderating role of innovative culture in Pakistan textile sector (2019, background): “One of the authors concludes that bigger board size decreases organizational performance because of its communications between them that results in late decisions (Guest, 2009).”
More on the relationship between corporate governance and firm performance in the UK : evidence from the application of generalized method of moments estimation (2016, background): “possibility of an impact of past performance on current financial variables and on compliance with corporate governance practices (see for example, Hermalin and Weisbach, 1988; Guest, 2009; Wintoki, et al., 2012).”
Corporate Governance and Corporate Social Responsibility Disclosure: Evidence from the US Banking Sector (2013, neutral): “In such circumstances, when external corporate governance fails, internal corporate governance mechanisms, in particular boards of directors, are expected to play a key role in supervising managers and holding them to account (Fama 1980; Hermalin and Weisbach 2003; Li et al. 2008; Guest 2009).”
Board Characteristics and Firm Performance: Case of Saudi Arabia (2012, background): “The majority of the studies find a negative relationship between board size and firm performance (Jensen, 1993; Barnhart &Roseinstein, 1998; Van, Postma, &Sterken, 2003; Cheng, Evans &Nagarajan, 2008; Shakir, 2008; Guest, 2009).”
The Influence of Board Composition on Sustainable Development Disclosure (2017, background): “In addition, the quality of advice and control provided by small boards might be impaired due to the lack of diversified experience and backgrounds (Guest, 2009).”
Corporate governance and firm performance in emerging markets: Evidence from Turkey (2019, background): “Nguyen et al. (2014); Veprauskaite and Adams (2013); Heenetigala (2011); Renders, Gaeremynck, and Sercu, (2010); Bozec, Bozec, and Dia, (2010); Guest (2009); Ehikioya (2009); Jackling and Johl (2009); Setia-Atmaja (2009); Perrini et al. (2008); El Mehdi (2007) 2.”
The Impact of Board Characteristics on the Financial Performance of Tanzanian Firms. (2018, methodology): “Resource dependence perspectives favour a large board since it can enhance connections between a firm and external environment (Pfeffer and Salancik, 2003; Guest, 2009; Tricker, 2012; Lückerath-Rovers, 2013).”
Corporate Governance and Performance in Socially Responsible Corporations: New Empirical Insights from a Neo‐Institutional Framework (2013, positive): “Hence, given the panel nature of our data and following past studies (Henry, 2008; Guest, 2009; Ntim et al., 2012a), we conduct our analyses by using panel data regression techniques so as to control for potential endogeneities that may emerge from unobserved companyspecific heterogeneities.”
Corporate governance and firms financial performance in the United Kingdom (2020, methodology): “According to Guest (2009), UK boards play a weak monitoring role; therefore any influence of large board size is likely to reflect the malfunction of the advisory board.”
Executive Compensation, Corporate Governance and Corporate Performance: A Simultaneous Equation Approach (2015, methodology): “…that if our explanatory variable (TSR) is related to past values of our dependent variable (CEOPAY), then implementing the fixed-effects estimation procedure may produce biased coefficients (Guest, 2009; Wooldridge, 2010; Mangena et al., 2012; Wintoki et al., 2012; Elsila et al., 2013; Fosu, 2013).”
Do board characteristics drive firm performance? An international perspective (2019, methodology): “…in the supervisory capacity of the board, at the same time that more bonds will be formed between the company and its surroundings, thus facilitating the obtaining of resources that have a favourable impact on the creation of value for the company and, ultimately, on firm performance (Guest 2009).”
Research and Development, Cash Flow, Agency and Governance: UK large companies (2012, background): “Guest (2009) confirms that large UK boards suffer from coordination difficulties but his results suggest that this effect is reduced for firms with high R&D intensity, while Cheng (2008) finds a positive effect on R&D”