Board involvement in Information Technology (IT) governance and the antecedents and consequences of such involvement are examined from both a theoretical and practical perspective. Practitioner and academic IT governance literature highlight the need for increased board involvement in IT governance; however, it seems that many corporate boards do not practice a formalized style of IT governance, while those that do, face significant challenges. A gap clearly is seen as in spite of the potential benefits of board IT governance and the costs of ineffective oversight, there has been little field-based research in this area, nor adequate application of theory. This research addresses this gap by developing and testing an exploratory multi-theoretic framework of board IT governance. Drawing upon strategic choice and institutional theories, and Ashby’s Law of Requisite Variety, a model of the antecedents (organization factors and board attributes) of board IT governance and its consequences (financial performance and operational performance) is both developed and tested. Unlike previous studies, board IT governance is designated as a central construct in this model rather than a secondary factor. Constructs of board IT governance and IT competency are explored and multi-item measures for both constructs are developed. Board IT governance is conceptualized as the extent of offensive and defensive board oversight activities, while IT competency is conceptualized as the extent of IT expertise (IT knowledge, experience and training) and IT governance mechanisms (structures, processes and relational mechanisms). Detailed interviews with board members enabled a preliminary examination of the theoretical framework. To further test the propositions in the theoretical framework and to validate the measures for the board IT governance and IT competency constructs, an online survey was administered to corporate directors across Canada. Exploratory Factor Analysis and Ordinary Least Squares multiple regression were used to analyze responses from 188 directors. The board IT governance and IT competency constructs were well supported by the data. In addition, the results show that the organizational factors explain 28% of the variance in board IT governance, and that board attributes explain 39% more of the variance, for a total explained variance in board IT governance of approximately 68%. The results also show that board IT governance has a positive impact on operational performance, explaining 19% of the variance in operational performance. However, the proposed impact of board IT governance on financial performance, and the impacts of ‘fit’ between role of IT and board IT governance approach on financial and operational performance were not supported by the survey results. Overall, this research makes a theoretical contribution by: focusing on the board’s role in IT governance; developing a multi-theoretical model of the antecedents and consequences of board IT governance; developing measures of board IT governance and board IT competency, and; empirically assessing the antecedents and consequences of board IT governance.

This study examines the significance of corporate governance mechanisms during the corporate governance reform using a sample of 117 non-financial Japanese firms listed on the Tokyo Stock Exchange over the period 1989 to 2001. Japans prolonged recession brought about numerous reforms in post-bubble Japan. Although it is plausible to infer that the corporate governance system in Japan may have been a factor that led to the sustained recession in Japan, it is vague as to how deep and thorough the changes to Japanese corporate governance have been. The inference is that adverse impact of corporate governance may have been one of the factors that led to the sustained recession in Japan. Numerous proposals have been offered and some implemented in an attempt to fix problems exposed during the recession period in the 1990s. Remedies include instituting reforms to corporate governance by establishing new standards, punishing malpractice, and changing corporate board structures. Many Japanese firms look abroad for alternate governance mechanisms to integrate into their own system of control. As such, most reforms propose changes, for the most part, reflecting the American-style of corporate governance: alignment in incentives between top management and shareholders, board size reductions, and greater board independence to promote better monitoring and firmer discipline. <p>The significance of proposed changes to traditional Japanese corporate governance is examined in this study. Using a different econometric approach from that of previous studies, the relationship between board composition and firm performance is examined with a simultaneous framework of equations. The purpose of this empirical framework is to tackle potential endogeneity problems between board composition, governance and performance variables. Results show that: (1) there exists a significantly negative relationship between turnover of members of the board of directors and firm performance; (2) board size reduction is significant, but there is no evidence of consistent relationship between outside directorship and firm performance. (3) While keiretsu membership is generally relevant in linking board turnover and performance in Japan, board turnover is sensitive to performance in firms where ownership is concentrated than where ownership is dispersed. (4) President turnover, whether routine or non-routine, is unrelated to performance. Overall, results support that the entire board assumes responsibility for the firms performance and the 2SLS model is an effective estimator for estimating the relationship between board composition and firm performance.

This study examines the significance of corporate governance mechanisms during the corporate governance reform using a sample of 117 non-financial Japanese firms listed on the Tokyo Stock Exchange over the period 1989 to 2001. Japans prolonged recession brought about numerous reforms in post-bubble Japan. Although it is plausible to infer that the corporate governance system in Japan may have been a factor that led to the sustained recession in Japan, it is vague as to how deep and thorough the changes to Japanese corporate governance have been. The inference is that adverse impact of corporate governance may have been one of the factors that led to the sustained recession in Japan. Numerous proposals have been offered and some implemented in an attempt to fix problems exposed during the recession period in the 1990s. Remedies include instituting reforms to corporate governance by establishing new standards, punishing malpractice, and changing corporate board structures. Many Japanese firms look abroad for alternate governance mechanisms to integrate into their own system of control. As such, most reforms propose changes, for the most part, reflecting the American-style of corporate governance: alignment in incentives between top management and shareholders, board size reductions, and greater board independence to promote better monitoring and firmer discipline The significance of proposed changes to traditional Japanese corporate governance is examined in this study. Using a different econometric approach from that of previous studies, the relationship between board composition and firm performance is examined with a simultaneous framework of equations. The purpose of this empirical framework is to tackle potential endogeneity problems between board composition, governance and performance variables. Results show that: (1) there exists a significantly negative relationship between turnover of members of the board of directors and firm performance; (2) board size reduction is significant, but there is no evidence of consistent relationship between outside directorship and firm performance. (3) While keiretsu membership is generally relevant in linking board turnover and performance in Japan, board turnover is sensitive to performance in firms where ownership is concentrated than where ownership is dispersed. (4) President turnover, whether routine or non-routine, is unrelated to performance. Overall, results support that the entire board assumes responsibility for the firms performance and the 2SLS model is an effective estimator for estimating the relationship between board composition and firm performance.

Investment, financing and dividend policies are critical for firms. The natures of these three policies may be significantly influenced by bankers on the board. Previous studies have examined the relationship between financing policy and bankers on the board. However, the influence of bankers on the board on corporate investment and dividend policies remains unexamined. Therefore, this paper tries to shed further light on whether bankers on the board affect corporate investment-cash flow sensitivity and dividend policy. This study collects data from Taiwan publicly traded corporations that have banker directors between 2003 and 2007, together with a matching sample consisting of firms without banker directors. Variables used to construct empirical analyses are from the Taiwan Economic Journal (TEJ) database. The results show that the presence of bankers appointed to corporate directors and the percentage of banker directors positively affect the firm¡¦s investment-cash flow sensitivity positively. This study also finds a negative relationship between the presence of banker directors and the likelihood of dividend payment. The percentage of banker directors has negative impacts on the likelihood of dividend payment and corporate dividend payout ratio.

Nowadays financial fraud scheme become more and more prevalent in public-traded companies in western and oriental countries. Many finance-related literatures realize and put stress on the importance of corporate governance. In this study, we would like to explore the relationship between audit committee and CEO compensation and equity incentives. We use multiple regression as methodology, take the public companies in technological field in Taiwan as sample from 2005 to 2010. We discover that, there is a positive relationship between the ratio of the number of independent directors divided by the audit committee members and the CEO compensation; there is no significant relationship between the ratio of the number of independent directors also serve as CEO directors in other firms divided by the audit committee members and the CEO compensation; there is a negative relationship between the ratio of the number of financial-accounting expertise divided by the audit committee members and the CEO compensation. And with regard to the equity incentives, there is no significant relationship between the ratio of the number of independent directors divided by the audit committee members, the ratio of the number of independent directors also serve as CEO directors in other firms divided by the audit committee members, the ratio of the number of financial-accounting expertise divided by the audit committee members and equity incentives.

Few studies were reported in the literature of researchers investigating variables affecting the operation or effectiveness of athletics at HBCUs. This study was designed to identify variables that athletic directors perceived would determine the athletic program's potential for effectiveness in the current NCAA Division I-AA and Division II structure. A questionnaire instrument containing 66 closed-ended items and a comment section was used to collect data. Fifty-eight positive, closed-response statements in nine categories were organized on a 5-point Likert scale. Another category of eight closed-response items were organized on a 3-point scale. Findings of the investigation included variables that were perceived to determine the effectiveness of football and basketball athletic programs. The following categories of variables were perceived to determine the effectiveness of athletics at HBCUs with Division I-AA football and basketball programs: revenue/funding and its influence, gender equity, NCAA policies and their influence, academics, the student-athlete, diversity, and the expertise of the athletic director. Data were analyzed through descriptive and nonparametric inferential statistics to describe and report findings. For the question, "Do athletic directors at HBCU Division I-AA and non Division I-AA football institutions differ in the proportion of their perceptions of the important variables that influence program effectiveness and the potential for program survival?," the researcher found that directors did not differ in their perceptions of variables that influence program effectiveness. Other findings that resulted from application of the Chi-square test were as follow: 1. Statistically significant differences were not found with respect to age, gender, or institutional size for any category of variables. 2. Statistically significant differences were not found with respect to years of experience for variable categories except for the influence of NCAA policies on football and basketball programs. 3. A statistically significant difference was found for the opinions of all participants on the influence of NCAA policies on football and basketball programs. Participants‟ comments were analyzed for similar themes and supported that the variables associated with revenue/funding and revenue generating determined the program‟s effectiveness. Participants also commonly acknowledged that tutorials and other support services for student-athletes influenced program effectiveness. These results may be useful to athletic directors and others engaged in planning for the sustainability of athletics at HBCUs.

Current research in corporate governance focuses primarily upon minimization of agency costs in the shareholder-management relationship. In this dissertation, I examine a complimentary perspective based upon stewardship theory. The model developed herein leverages past research on socioemotional wealth to identify CEO attributes associated with stewardship behavior. I examine whether these attributes lead to positive firm performance. Moreover, I examine how family ownership and board of director characteristics influences the CEO stewardship – firm performance relationship. A 3-year unbalanced panel dataset using 268 S&P 1500 firms is analyzed using generalized least squares regression. All covariates lag the dependent variable by 1-year; constructs are included to control for popular agency prescriptions used to monitor, control, and incentivize executives. I find no relationship between the hypothesized constructs related to CEO stewardship (board memberships, organizational identity, and board tenure) and firm performance (Tobin’s Q). However, results reveal family ownership positively moderates the relationship between the quantity of CEO board memberships and firm performance. Additionally, the presence of affiliated directors and community influential directors positively moderates the CEO board memberships-firm performance relationship. The presence of community influential directors also positively moderates the relationship between CEO organizational identity and firm performance. Results from this dissertation provide moderate support for stewardship theory as a compliment to agency theory in corporate governance literature. There is evidence that family ownership and board of director attributes strengthen the relationship between those CEO stewardship constructs and firm performance. However, lack of a direct relationship between the CEO stewardship constructs and firm performance suggest a need more fine-grained constructs that measure stewardship. A substantial amount of research exists in corporate governance using the principal-agent model. The research herein extends this research by using stewardship theory to compliment the dominant agency model. I hope this research encourages scholars to take an integrative approach by (1) taking a renewed look at alternate theories of corporate governance such as stewardship theory, and (2) continue work that focuses upon firm performance maximization through CEO stewardship as well as agency loss mitigation through monitoring and control of the CEO.

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This paper tests the relationship between ownership/leadership structures and stock returns for firms listed in Taiwan. A ¡§Governance Index¡¨ is built based on four different aspects of the company¡¦s governance structure: 1.) CEO duality, 2.) Size of the board of directors, 3.) Managements¡¦ shareholdings and 4.) Block shareholders¡¦ holding. This index is used as a proxy measure of the effectiveness of corporate governance mechanism. I show that firms identified by the governance index as under sounding governance outperform those under poor governance. The results indicate that the corporate governance index built in this study is a valid measure in evaluating the effectiveness of corporate governance of firms in Taiwan. I demonstrate one additional application of the governance index constructed in this dissertation by showing that firms (identified by the governance index) with strong corporate governance mechanism effectively constrain the propensity of managers to engage in earnings management and improve the quality of reported earnings. Corporate governance is an effective monitoring device of the quality of financial reporting. Firms with poor governance structure are more likely to avoid reporting small losses by reporting small positive earnings. Furthermore, the magnitude of abnormal accruals is significantly related to governance level. Firms with weak corporate governance structures are more likely to use discretionary accruals to raise reported earnings.

Abstract The aim of a company¡¦s legal system is to harmonize the conflict interests among stakeholders for pursuing the company¡¦s maximum value. However, in the recent years, we have seen that a lot of enterprises happened abuses one after another. Securities authority and investors therefore deem the corporate governance necessary to enhance. Facing the insufficiency of corporate governance, Taiwan added the Articles 14-2, 14-3, 14-4, 14-5 of Securities and Exchange Act when the Act was amended in January 2006. These added articles introduced the system of independent directors, but they caused the disputes in the domestic industries and academic circles. This article is trying to find the ways of improvement for each problem in order to promote the efficiency and competence of independent directors, as well as induces the following major conclusions and suggestions. 1. Conclusions (1) The topic of independent directors is still a difficult issue. (2) It has to meet six elements for promoting the efficiency and competence of independent directors. They are: a. independency; b. professional and time input; c. proper incentive of monitor and control; d. freely acquire the needed data and information for monitoring and controlling; e. economic cost of monitor and control, or efficient monitor and control; f. adequate limits of authority for controlling and balancing. (3) Only legal system and honest and trusted operation are working at the same time, can the efficacy of corporate governance be brought into fully play. (4) The fulfillment of corporate governance needs the implement of all members in the company. 2. Suggestions (1) The facet of legal regulations: a. amend the Article 27 of Company Law; b. independent directors occupies 50% of the number of all board directors; c. the shareholders with holding rate less than 1% in the company are elected as independent directors. (2) The facet of systems: a. whether the company sets up the independent directors or not is the company¡¦s free selection; b. the solutions or opinions of the independent directors for the items on the agenda should be bulletined on the Market Observation Post System and the company¡¦s website; c. appropriate rewards; d. compelling standards for setting up other functional committees.