The lack of empirical studies on board process represents a serious knowledge gap in the governance literature. To date there has been little research on how boards actually make decisions, the factors that contribute to effective board decision-making, and what tools and techniques may be used to improve board decision-making. Effective board processes are identified as leading to effective board outputs, and subsequently more effective organisational outcomes. This study explored the internal factors under the control of the board (or those selecting board members) that contribute to effective board decision-making processes. The perspective of small group decision-making research was applied to explore board decision-making processes. The three aims of the study were to investigate those factors that directors thought contributed to their board's successful and unsuccessful decision-making, to observe how a board actually makes decisions; and to determine whether training and usage of a normative decision-making methodology (including the use of a reminder role) might improve that board's decision-making process. Data collection included direct, in situ, observation of a board; semi-structured interviews with all board directors, the CEO and four executive team members; three surveys; and emotional intelligence testing (MSCEIT). The board was found to use normative decision-making procedures. These decision making procedures appeared to contribute to better decision-making processes and consequently better decision-making outputs. The task intent of acting in the best interest of the company and the relationship intent of trust were found to permeate the board inputs and processes examined during this research. Other input and process variables observed to influence board decision-making were classified as being task (structure, process, communication) and/or relational (relationships, director attributes and emotions) factors. Task factors included rational decision-making procedures; clarity of goals and roles; use of external advisors as critical evaluators; quantity and quality of information; consensus decision-making; post-decision evaluation and learning. Relational factors included homogeneity of directors through careful selection; socialising with management; board norms of a safe environment, supporting the doubtful director and the obligation to share contrary views; adequate business knowledge; emotional intelligence; and commitment. The results of emotional intelligence testing revealed levels sufficient to assist in positive board dynamics. The study results support the application of small group decision making research to aid in board process research, and further empirical exploration of board inputs using psychometric measures.

Thesis (M.A.)--University of Toronto, 2005. / Includes bibliographical references (leaves 180-193).

Thesis (M.P.A.)--Missouri State University, 2008. / "December 2008." Includes bibliographical references (leaves 93-97). Also available online.

Although the population of the United States is becoming increasingly diverse, data on the composition of nonprofit boards nationally indicate a persistent pattern of under-representation of minority groups. This exploratory study was conducted in a large metropolitan area with a diverse population. The research investigated board diversity with a small sample of leaders of nonprofit organizations and current or prospective board members from under-represented groups. Data were collected from nonprofit leaders by an anonymous web-based survey and from board members by telephone interview. The research found that all the nonprofit organizations in the study served client groups that were racially and ethnically diverse. The majority of survey respondents felt that having a diverse board was important, and the lack of board diversity was a source of dissatisfaction. Overall board recruitment was reported to be difficult. The most frequent sources of new board members were referrals from current board members and personal networks. Typically, the nonprofit organizations in this study did not allocate financial resources to build board diversity. Interview participants identified the value of recruitment strategies that would expand the pool of potential board members. Other recommendations included increased attention to the process of board entry for new board members. In conclusion, it appears that building more diverse boards will require sustained efforts, but that the changes necessary to successfully include people from different cultural backgrounds will also strengthen nonprofit organizations.

Indiana University-Purdue University Indianapolis (IUPUI) / This dissertation examines perceptions of purpose in family foundations and the impact of differences in those perceptions on family foundation board composition/function and on grant making activities. One of the primary decisions facing the donor who creates a private foundation relates to governance. Here, the donor arguably faces a deeply personal choice: to what extent should the donor’s family be involved? Related to this choice is the question of the degree of focus on the mission-related aspects of the organization or the family-related aspects of the organization. This dissertation explores whether family foundation trustees view family purposes and social impact purposes as meaningful for the foundation they represent and whether trustees differ with regard to the degree to which they emphasize one or the other. If family foundation trustees do meaningfully differ in this regard, what difference does an emphasis on family or social impact purposes make on board composition, grant making focus and stability, similarity to one’s peers, and other factors? Through a combination of survey, interview, and review of publicly available material, this dissertation explores this question for a sample of family foundation trustees in two Midwestern states.

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: The study presents an empirical investigation that was conducted on why the number of women on executive and board levels in companies is not consistent with the number of women in the workforce. The barriers which women face in career progression were explored by focusing on three main themes, namely internal, societal and organisational barriers. The research method used to evaluate previous and current research was content analysis which provides a definitive correlation between current challenges that women face and how they have progressed over the past 20 years. The research further provides insight in what changes companies and government can incorporate to ensure that the gender gap is closed over time. Analysis shows that although the number of women on executive and board level has improved during the past ten to 15 years, it remains disconcertingly low. The type of barriers which hindered women from reaching the upper management positions some time ago, are still the same reasons that keep them in the lower ranks in the business. Findings have indicated that the strongest internal barrier is that women struggle to balance family obligations with the severe requirements of top positions in business. It was also found that some women do not perceive the male-dominated structures and discrimination in companies as a threat but rather see it as a challenge which strong women can overcome if they believe in and equip themselves. Although some companies have made progress in supporting women and invite women onto their boards and executive teams, the attempt is still not enough to close the gender gap. The present study concludes with recommendations on what women, male colleagues, companies and government bodies can do to increase the number of women on upper levels in the organisations.

No description available.

In March 2003, the Australian Stock Exchange (ASX) released new corporate governance guidelines, which included debatable “best practice” recommendations such as the adoption of an independent board and separation of the roles of chairperson and CEO. Given the premise that strong corporate governance enhances shareholder value and, by extension, increases initial public offering (IPO) issuers’ appeal to investors, this thesis assesses the level of conformity by a sample of Australian firms, which made an IPO between 1994 and 1999, with the best practice recommendations. We also examine the relationship between firm outcomes (including IPO underpricing, post-IPO long-run performance, and the likelihood of a SEO) and board governance quality, captured by board composition, board leadership, board size and share ownership of directors. These outcomes are addressed as they are important dimensions of firm performance that may be reasonably assumed to be associated with the quality of corporate governance, and these tests can provide an insight into the preference of investors who arguably are best placed to assess the appropriateness of the recommendations promoted by the ASX. Further, we analyse changes in IPO firms’ board structures from the time of listing to five years later to determine if IPO firms adopt governance structures that are more in line with the best practice recommendations after listing and if the changes are related to IPO firms’ long-run performance. Overall, we find that IPO firms that arguably have the strongest incentive to adopt the “optimal” board structures diverge substantially from ASX’s recommendations both at the time of IPO and five years later. IPO firms’ board structures are found to be unrelated with the level of IPO underpricing and board size, after controlling for the size of the firm, is significant in explaining both long-run aftermarket performance and the probability of a SEO. IPO firms with larger boards and those that increase the board size after listing are found to perform better in the long-run. However, contrary to expectation, smaller boards are associated with a higher likelihood of equity reissuance. Overall, the results lead us to question the role played by the board of directors in signalling firm quality. Our findings also suggest that ASX’s best practice recommendations are likely to distort the market-driven practices already in place.

Thesis (Ph. D. in Management)--Vanderbilt University, Dec. 2005. / Title from title screen. Includes bibliographical references.

Breaking the glass ceiling of boards of directors has been a hot topic globally for over a decade without any significant results. With an increase in demand for sustainable companies, the current composition of most of the boards of directors is contradictory, where homogeneous boards of directors are more a rule than an exception. Contradicting the fact that diverse teams are proven to make better, long-termed, and more sustainable decisions. Small and medium-sized enterprises are often neglected in the debate to increase diversity in boards of directors, even though they hold most of all boards of directors’ positions. Investigating the small and medium-sized enterprises this paper aims to explore how to break the glass ceiling of the boards of directors in Denmark. Similar to Norway where quotas with boardrooms have been introduced in 2008, this study also wants to reexamine the general attitude towards hard legislation or find alternatives in form of other legislation in Denmark. Therefore, it is essential to understand the dynamics and habits of the boards of directors. This study has through semi-structured interviews investigated the culture of boards of directors to find the barriers of the boardrooms and how to break them down. A recruitment company has tried to offer a new way of recruiting for boards of directors through open positions. Here has the researchers conducted qualitative research to investigate their impact on gender and age in boards of directors, to see if the open positions can exhilarate the implementation of diversity in the board rooms. The results of the study show that there is a need to educate small and medium-sized enterprises on the benefits of diverse boards of directors. The boards of directors are primarily recruited through networks of its members, making it difficult to increase diversity. The reason for recruiting through networks is primarily due to a lack of understanding of both the function of boards of directors and a wish to keep the information of the company close to themselves. The overall attitude towards legislation is mixed with a small overweight against quotas. Mainly from an individual point of view is quotas are seen as an undesirable means for increasing diversity in boards of directors. The recruitment company has been proven cable of recruiting younger candidates. However, not significantly change the percentages of female representations where only a slight increase of women in some positions is seen.