Improving corporate performance by enhancing team dynamics at the board level

Charas, Solange

doi:10.1057/jdg.2013.35

Cited by 23 publications

(13 citation statements)

References 91 publications

(121 reference statements)

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“…Referring to previous research (Masulis and Mobbs, 2014; Mendez et al., 2017; Cashman et al., 2012; Field et al., 2013; Andres et al., 2013; Kusnadi et al., 2016; Charas, 2015; Bravo and Reguera-Alvarado, 2017; Habib et al., 2016; Harymawan and Nowland, 2016; Tao and Hutchinson, 2013) the control variables used in this study include: CEO tenure (TENURE), the existence of a nomination and remuneration committee (NRC), board size (BOARDSIZE), the percentage of independent commissioners (INDCOM), number of audit committee members (AUDCOM), the existence of Big4 auditors (BIG4), firm leverage (LEVERAGE), firm size (FIRMSIZE), firm age (FIRMAGE) and operating cash flow (OCF). Financial variables are winsorized at the 1% and 99% levels.…”

Section: Methodsmentioning

confidence: 94%

CEO busyness and firm performance: evidence from Indonesia

Harymawan

Nasih

Ratri

et al. 2019

Heliyon

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This study investigates whether busy CEOs are associated with lower firm performance, and if this relationship is moderated by firm growth, CEO tenure and corporate governance practices in Indonesia. This study uses 876 firms-year observations from 268 firms listed on the Indonesia Stock Exchange (IDX) for the period spanning 2014 to 2017. We find that busy CEOs are associated with lower firm performance. This negative relationship is stronger in firms with high growth and when busy CEOs have shorter tenure. We also show that corporate governance practices have no impact on the negative relationship between CEO busyness and firm performance. For firms and shareholders, our findings indicate that it is not a good idea for CEOs to hold two or more outside directorships, particularly in the early years of taking up their CEO position. Our results suggest that restrictions on CEO busyness would be beneficial to shareholders.

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Section: Methodsmentioning

confidence: 94%

CEO busyness and firm performance: evidence from Indonesia

Harymawan

Nasih

Ratri

et al. 2019

Heliyon

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“…However, to date, few CQ studies have adopted cross-level models. Individual CQ has been linked to group-level effects, such as team effectiveness (Khani et al, 2011), team interaction quality (Charas, 2015), and knowledge-sharing behavior (Collins et al, 2017). Nonetheless, we need more knowledge about how CQ is formed by the processes of knowledge sharing, knowledge transfer, and team interaction.…”

Section: Bundle Of Sticks? Expanding Cultural Intelligence To the Teamentioning

confidence: 99%

“…Cultural adjustment fully mediates the positive effects of overall CQ on cultural effectiveness. Charas (2015) Team interaction quality…”

Section: Solomon and Steyn (2017) Leadershipmentioning

confidence: 99%

Hype or hope? A new look at the research on cultural intelligence

Fang

Schei

Selart

2018

International Journal of Intercultural Relations

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Cultural intelligence (CQ), the capability by which expatriates, managers, and others involved in cross-cultural interactions function effectively in a globalized world, was introduced in 2003 and has garnered wide attention recently. In this paper, we present a detailed and up-to-date review of 142 empirical articles in the CQ research field. We first examine the concept of CQ, including its definition, structure, measurement, and validity. We then review the vast number of empirical studies that investigate the antecedents, development, direct and indirect effects, moderating effects, and aggregated effects of CQ, as well as qualitative studies. The analysis shows several issues that likely will be relevant to the research debate in the near future. These issues include investigations of (1) whether cultural intelligence is universal or culture-specific, (2) why objective measures that assess CQ are lacking, (3) to what extent a person can develop cultural intelligence, (4) to what extent there are dark sides to cultural intelligence, and (5) the role cultural intelligence plays as a predictor of individual and group performance. Addressing these questions may help us reveal the true potential of CQ in contemporary organizations and thus, affirm that the promise of CQ is more than just hype.

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“…As discussed above, some factors can be assessed without direct access to the boardroom, but others -behavior and social skills -seem to require observation or personal assessment. (Leblanc, 2005), thought processes (Earley & Mosakowski, 2004b), or sensitivity to cultural differences (Charas, 2015). Such personal characteristics may be difficult to judge in peer-based evaluations or those with the chairman as evaluator.…”

Section: Content Of Evaluationmentioning

confidence: 99%

Evaluating the effectiveness of corporate boards

Nordberg

Booth

2019

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Purpose-This paper examines how board evaluations have emerged as an important tool in public policy and corporate practice for enhancing board effectiveness. Design/methodology/approach-We review the extensive literature on effectiveness and the emerging literature on board evaluation to identify ways to assess the current policy direction for external evaluation of corporate boards. Findings-The paper develops an integrated framework of effectiveness that can be used as a tool for board evaluation, in particular for externally facilitated exercises. Research limitations/implications-Through its integration of prior conceptual work this paper advances our theoretical understanding of this emerging part of policy and practice, with to-date lack much empirical basis. Practical implications-The framework we develop shows ways to focus how the practice is conducted by boards and external evaluators alike. Social implications-It can also help policy formation by pointing out the limitations as well as benefits of various policy options. Originality/value-In pointing to ways to develop study of the field through empirical research it provides direction for future academic research. It also identifies a need for and direction toward the professionalization of practice.

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Improving corporate performance by enhancing team dynamics at the board level

Cited by 23 publications

References 91 publications

CEO busyness and firm performance: evidence from Indonesia

CEO busyness and firm performance: evidence from Indonesia

Hype or hope? A new look at the research on cultural intelligence

Evaluating the effectiveness of corporate boards

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