Are busy boards detrimental

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Female board directorship and firm performance: What really matters? (2018, background): “Hence, the xperience and expertise benefits related to multiple directorships Falato et al., 2014; Field et al., 2013 ) are outweighed by the lack of ime given to each firm for controlling and advising managers efectively ( Jiraporn et al., 2009 ; Fich and Shivdasani, 2006 ).”
Board Ancestral Diversity and Firm Performance Volatility (2016, unknown): “First, we contribute to a growing literature exploring the effects of board expertise and structure on performance (e.g., Coles, Daniel, and Naveen (2008), Klein (1998), Field, Lowry, and Mkrtchyan (2013)).”
Distracted Directors: Does Board Busyness Hurt Shareholder Value? (2014, unknown): “…that busy directors are associated with lower firm valuations and less effective monitoring (e.g., Fich and Shivdasani, 2006; Core, Holthausen, and Larcker, 1999), others either do not, or provide mixed evidence (e.g., Ferris, Jagannathan, and Pritchard, 2003; Field, Lowry, and Mkrtchyan, 2013).”
Busy Directors and Firm Performance: Evidence from Mergers (2018, unknown): “Specifically, the firms that select busy directors may need particular director expertise more than director time (Field, Lowry, and Mkrtchyan, 2013) 2 .”