Review of the Role and Effectiveness of Non-Executive Directors

By H. V. D. Bedem. 2003

564 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/c06f0694c3b223b2d417edc0f49d4dcff52b8382

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Citations in the corpus

Impact of Leader’s Emotional Intelligence and Transformational Behavior on Perceived Leadership Effectiveness: A Multiple Source View (2016, background): “Despite a lot of interest and research in the field of leadership, there is still a lack of consensus over what makes a leader effective (Higgs, 2003; Kets de Vries, 1993).”
Female directors, board committees and firm performance (2018, unknown): “For example, the implementation of board gender quotas in Norway may have changed the normative expectation of female representation on corporate boards in other countries.”
What Do Independent Directors Know? Evidence from Their Trading (2010, background): “[22] Higgs, Derek, 2003, “Review of the role and effectiveness of non-executive directors,” available at http://www.”
Audit committee effectiveness : informal processes and behavioural effects (2007, unknown): “2003) and the independence of non-executive directors (Higgs, 2003) in an attempt to”
Board Diversity in the United Kingdom and Norway: An Exploratory Analysis (2007, background): “…the recent Higgs Review of the role and effectiveness of non-executive directorships highlighted that ‘the current population of non-executive directors is narrowly drawn’ (Higgs 2003: 13) being mostly, ‘white males nearing retirement age with previous PLC director experience’ (Higgs 2003: 42).”
The Monitoring Role of Female Directors Over Accounting Quality (2017, background): “…Cadbury Report of 1992 is one of the earliest corporate governance codes issued in the world, and the first UK corporate governance regulation recommending an increase in the number of women directors is the Higgs (2003) report, issued over a decade later and marking the beginning of our sample.”
Board Characteristics and Firm Performance: Evidence from New Zealand (2011, methodology): “The base data comes from the NZX Data Deep Archive, which has all the annual reports of the listed firms. I downloaded the annual reports for the four years (2004-2007) for all the listed firms. The data on board characteristics comes from these annual reports. In addition, I collected the data on f”
Accountability and Creating Accountability: A Framework for Exploring Behavioural Perspectives of Corporate Governance (2005, background): “The Higgs Review (Higgs, 2003) and most of the recent work on reforming corporate governance contribute to developing and formalizing structures and norms.”
Corporate Governance and Social Responsibility: A Comparative Analysis of the UK and the Us (2006, unknown): “Ninety per cent of the UK’s largest companies follow a dual strategic leadership pattern (Higgs, 2003), splitting the roles of the CEO and the Chairman of the Board, as suggested by the Cadbury Committee in 1992 (Cadbury, 1992) and as now incorporated into the Combined Code on Corporate Governance (”
Ethnic diversity on top corporate boards: a resource dependency perspective (2007, background): “This is despite the calls from Higgs (2003) and Tyson (2003) for a wider talent pool to be used in the selection of directors, and despite the initiatives of leading senior executive search firms to promote the business case for diversity through seminars and publications.”
Shareholding Versus Stakeholding: a critical review of corporate governance (2004, unknown): “In the UK, several influential proposals have been produced in recent years in an attempt to settle the practical issues (Cadbury Committee, 1992; Greenbury Committee, 1995; Hampel Committee, 1998; Turnbull Committee, 1999; Higgs 2003).”
In the mirror of the market: The disciplinary effects of company/fund manager meetings (2006, background): “…failures, which has in turn led to an intensification of both national and international regulatory intervention over the form and extent of financial disclosure, along with the development and proliferation of corporate governance codes (Cadbury 1992, Hampel 1998, Turnbull 1999, Higgs 2003).”
The mediating role of innovation between corporate governance and organizational performance: Moderating role of innovative culture in Pakistan textile sector (2019, background): “Moreover, board monitoring character can be enhanced to establish a board committee that enables the BOD’s responsibilities to be “‘rigorously discharged’”(Higgs, 2003).”
Corporate Governance, Accountability and Mechanisms of Accountability: An Overview (2008, background): “This broader approach has started to seep into the practitioner arena, as the Tyson Report (2003) in the UK, for example, sought to broaden boardroom diversity and inclusivity, by encouraging non-executive directors to be drawn from more diverse backgrounds, representing a broader group of external ”