What do boards really do? Evidence from minutes of board meetings.

By Miriam Schwartz-Ziv, Michael S. Weisbach. 2013

307 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c0e7840f3710e2a35a3db51a733ba4a6a05493d6

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Raghavan J. Iyengar
2. Ernest M. Zampelli
3. Wei Wang
4. Jun Lu
5. Augustine Duru

In Strategy and Management

1. Raghavan J. Iyengar
2. Ernest M. Zampelli
3. Wei Wang

Citations in the corpus

• Is Disclosure an Effective Cleansing Mechanism? The Dynamics of Compensation Peer Benchmarking (2013, unknown): “Some boards of directors are more effective at monitoring (Faleye, Hoitash, and Hoitash 2011a), while others are good at advising management on strategic decisions (Schwartz-Ziv and Weisbach 2011; Faleye, Hoitash, and Hoitash 2011b; Coles, Daniel, and Naveen 2011). Faleye, Hoitash, and Hoitash (2011”
• Managerial conservatism, board independence and corporate innovation (2018, background): “in curtailing managerial pursuit of private benefits and encouraging efforts (e.g., Brickley and James, 1987; Duchin et al., 2010; Wintoki et al., 2012; Schwartz-Ziv and Weisbach, 2012; Knyazeva et al., 2013).”
• Female directors, board committees and firm performance (2018, unknown): “Schwartz-Ziv and Weisbach (2013) analyze minutes of board committee meetings of Israeli firms to examine the relative time devoted by the board to managerial and supervisory roles.”
• The dynamic relationship between CEO duality and firm performance: The moderating role of board independence (2016, background): “In a recent important paper, Schwartz-Ziv and Weisbach (2013), using private data on detailedminutes of boardmeetings, suggest that boards spendmost of their timemonitoring management.”