Board Composition and Financial Performance: A Meta-Analysis of the Influence of outside Directors

By Dawna L. Rhoades, Paula L. Rechner, C. Sundaramurthy. 2000

260 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/5195b40d350a108d854215f5ecae825c4bf26ca6

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Citations in the corpus

Board composition and corporate social responsibility in an emerging market (2016, background): “The view is that he will only make decisions, which will benefit him and no other stakeholders (Rhoades et al., 2000).”
Corporate Governance and Earnings Management: A Meta‐Analysis (2009, methodology): “…empirical evidence regarding refined measures of board independence – in terms of SEC regulation or those used in the literature (Dalton et al., 1998; Rhoades et al., 2000) – would be very useful to gain greater the understanding of how these different measures of board composition influence…”
Integration of Micro and Macro Studies in Governance Research: CEO Duality, Board Composition, and Financial Performance (2011, background): “In addition to the body of primary studies, there are four meta-analyses that have add ressed the relationship between board composition and corporate financial performance (Dalton et al., 1998; DeRue et al., 2009; Rhoades et al., 2000; Wagner, Steimpert, & Fubara, 1998).”
Outside Directors, Ownership Structure and Firm Profitability in Korea (2007, result): “As mentioned earlier, empirical evidence of the relationship between outside director activity, as measured by the ratio of outside directors in the board of directors, and corporate performance have not yielded any consistent results (Rhoades et al ., 2000; Rosenstein and Wyatt, 1990).”
Board of Directors, Audit Committee Characteristics and the Performance of Saudi Arabia Listed Companies (2012, background): “Dehaena et al. (2001), Omar (2003) and Rhoades et al. (2000) found that NED has a positive relationship with financial performance.”
Breakthrough Board Performance: How to Harness Your Board’s Intellectual Capital (2004, background): “In general, these calls have largely concentrated on increasing board independence, despite overwhelming evidence that board independence has no significant impact on corporate performance (Bhagat and Black, 2002; Dalton et al., 1998; Dalton et al., 1999; Rhoades et al., 2000).”
Directors' Multiple Identities, Identification, and Board Monitoring and Resource Provision (2008, result): “However, after hundreds of such studies, results remain inconclusive (see meta-analyses by Dalton et al. 1998, Rhoades et al. 2000).”
The Myth of Firm Performance (2013, unknown): “Nine of the meta-analyses included statistical tests of the moderating effects of performance operationalizations (Capon et al. 1990; Dalton et al. 1998, 1999; Huber et al. 1990; Miller and Cardinal 1994; Orlitzky et al. 2003; Palich et al. 2000; Rhoades et al. 2000; Combs et al. 2006).”
Revisiting Agency Theory: Evidence of Board Independence and Agency Cost from Bangladesh (2015, result): “Furthermore, several previous meta-analytic studies have revealed that board independence in the form of the representation of outside directors has no substantive influence on firm performance (see Barnhart et al. 1994; Dalton et al. 1998; Rhoades et al. 2000).”