Are Some Outside Directors Better than Others? Evidence from Director Appointments by Fortune 1000 Firms

By Eliezer M. Fich. 2005

441 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/741e65f35b9aef8b80d23a9bb42661081badeca0

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Citations in the corpus

When do Chief Marketing Officers Affect Firm Value? A Customer Power Explanation (2010, result): “…model is consistent with prior research examining the financial impact of various top management appointments (e.g., Ang, Lauterbach, and Yu 2003; Fich 2005), as well as with prior work (e.g., Brown and Warner 1985; Srinivasan and Hanssens 2009), which suggests that the market model is…”
Independent Director Incentives: Where Do Talented Directors Spend Their Limited Time and Energy? (2014, background): “One view is that though directors want to be seen as strong monitors, they do not always act accordingly because they are simply too busy and thus, they are less likely to detect or act on poor performance and fire a poorly performing CEO (Fich and Shivdasani, 2006). Another view is that independent”
Professors in the Boardroom and Their Impact on Corporate Governance and Firm Performance: Professors in the Boardroom (2014, background): “However, in short-run event studies, Shivdasani and Yermack (1999) and Fich (2005) do not find that there are significantly different market reactions between appointments of academic directors and other outside directors.”
When Are Outside Directors Effective (2010, neutral): “For example, DeFond et al. (2005) argue that financial expertise is important, and Fich (2005) argues that business knowledge and experience are critical (see Yermack (2006) for a survey.)”
Reputation concerns of independent directors: : Evidence from individual director voting (2015, neutral): “directorships can be related to leniency by directors (Yermack (2004), Fich and Shivdasani (2006)).”
Outside Directors, Corporate Social Responsibility Performance, and Corporate Tax Aggressiveness: An Empirical Analysis (2016, background): “Fich (2005) observes that CEOs from other firms are in high demand as directors because of their ability to provide expert advice on matters related to all stakeholders.”
Board Interlocks and Firm Performance: Toward a Combined Agency–Resource Dependence Perspective (2018, background): “Following this perspective, research finds that board interlocks reduce firm performance (e.g., Fich, 2005; Perry & Peyer, 2005; Rosenstein & Wyatt, 1994), thereby leading to explicit prescriptions about limiting board interlocks (Neff, 1998).”