Corporate Performance and Board Structure in Belgian Companies

By Alexander Dehaene, Veerle De Vuyst, H. Ooghe. 2001

241 citations recorded by the source corpus.

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Board Structure and Corporate Performance in Malaysia (2009, background): “Dehaene et al. (2001) found evidence that where the functions of chairman and chief executive are combined, the return on assets is significantly higher than otherwise, which suggests a positive relationship between duality and firm performance.”
Ownership structure, corporate governance and corporate performance in Malaysia (2010, background): “However, Dehaene et al. (2001) and Chin et al. (2004) did not ﬁnd a signiﬁcant association between board size and corporate performance.”
The Impact of Board Structure on Corporate Financial Performance in Nigeria (2010, background): “The study also reveals a positive association between outside directors sitting on the board and corporate financial performance The result is consistent with previous studies (Dehaene et al. 2001, Connelly and Limpaphayom 2004, Rosenstein and Wyatt, 1990) to mention a few.”
The Effect of Board Size and Composition on the Efficiency of UK Banks (2011, background): “…that boards can provide additional networking and better access to resources (Kiel and Nicholson, 2003) that should be useful in maximising the firm’s value; the latter suggests that boards are a legal fiction dominated by management, and consequently they play a passive role in strategy and…”