Please use this identifier to cite or link to this item: http://scholarbank.nus.edu.sg/handle/10635/15339
Title: Board structure, board process and board role performance
Authors: ONG CHIN HUAT
Keywords: board structure, board process, board role performance, agency theory, stewardship theory, resource dependence theory
Issue Date: 19-Jun-2006
Source: ONG CHIN HUAT (2006-06-19). Board structure, board process and board role performance. ScholarBank@NUS Repository.
Abstract: A basic premise for understanding corporate governance begins with an examination of board structure, process and role performance. In this thesis, an empirical study is carried out on 212 Singapore-incorporated companies to examine in detail how the various components of board structure and board process impact on the boardsa?? ability to perform their monitoring, service, strategy and resource provision roles. Three conceptual models are developed: (a) structure model (which hypothesizes that board structure affects board role performance); (b) process model (which hypothesizes that board process affects board role performance) and mediation model (which hypothesizes that board structure affects board role performance through board process). Our results reveal that board process accounts for the bulk of board role performance. Of particular importance is the two process variables of effort norms and use of skills. Both variables are found to affect all four board roles.
URI: http://scholarbank.nus.edu.sg/handle/10635/15339
Appears in Collections:Ph.D Theses (Open)

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