The determinants and effects of interlocking directorships and board composition: an empirical analysis of corporate governance in Switzerland
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| Format: | Thesis Book |
| Language: | English |
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2003
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| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XI, 362 S. graph. Darst. |
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| 245 | 1 | 0 | |a The determinants and effects of interlocking directorships and board composition |b an empirical analysis of corporate governance in Switzerland |c Hans-Ulrich Keller |
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| adam_text | page i
Table of contents
page
List of figures viii
List of tables ix
List of abbreviations xi
1 Introduction 1
1.1 Problem definition 1
1.2 Objectives of this dissertation 3
1.3 Relevance of this research 4
1.4 Structure of the thesis 5
2 The role of boards in corporate governance 8
2.1 What is corporate governance? 8
2.2 Theoretical perspectives in corporate governance research 11
2.2.1 Agency theory 11
2.2.2 Transaction cost theory 14
2.2.3 Managerialism 14
2.2.4 Stewardship theory 15
2.2.5 Upper echelon or strategic leadership perspective 16
2.2.6 Resource dependency and new institutionalism 17
2.2.7 Class hegemony 18
2.2.8 Conclusions: What is good corporate governance? 18
2.3 Different corporate governance mechanisms 21
2.3.1 An organisation framework of corporate governance 21
2.3.2 Active shareholders 22
2.3.3 Markets for corporate control 24
2.3.4 Large creditors 25
2.3.5 Executive labour markets 27
2.3.6 Competitive product markets 27
2.3.7 Conclusions: The effectiveness of external control mechanisms 27
2.4 The board of directors 28
2.4.1 The board of directors as a governance mechanism 28
2.4.1.1 The roles of the board of directors 28
2.4.1.2 A model of research on boards of directors 30
page ii page
2.4.2 Board composition 32
2.4.2.1 Board size 32
2.4.2.2 Board heterogeneity 34
2.4.2.3 Board independence 37
2.4.2.4 Board leadership structure 42
2.4.2.5 The summarised impact of board composition 44
2.4.3 Decision making processes of boards 45
2.4.3.1 Board power 45
2.4.3.2 Group processes 48
2.4.4 Board actions and behaviour 50
2.4.4.1 Formal performance assessment 50
2.4.4.2 Dismissals and succession processes 52
2.4.4.3 Executive and director remuneration 54
2.4.4.4 Board committee structure 58
2.4.4.5 Board information 59
2.4.4.6 Board involvement in strategic decision making 60
2.4.5 Conclusions on board effectiveness 62
3 Interlocking directorships: Do they matter? 64
3.1 What is an interlocking directorship? 64
3.2 Different kinds of interlocking directorships 65
3.2.1 Dimensions to characterise different kinds of interlocks 65
3.2.2 Directionality 66
3.2.3 Strength 67
3.2.4 Inter organisational relationships 68
3.3 What are the determinants of interlocking directorships? 70
3.3.1 The social power perspective 70
3.3.2 The company perspective 71
3.3.2.1 Interlocks in general 71
3.3.2.2 Horizontal interlocks: collusion 72
3.3.2.3 Vertical interlocks: cooptation and transaction costs 73
3.3.2.4 Bank interlocks: monitoring and cooptation 75
3.3.2.5 Ownership ties: control 76
3.3.2.6 Neutral ties: information and communication 76
3.3.2.7 Sent ties: management development 77
3.3.3 The individual perspective 78
3.3.4 Reconstitution of broken interlock ties 79
page iii
page
3.4 What are the impacts of interlocking directorships? 80
3.4.1 The societal perspective 80
3.4.2 Impacts on corporate and board behaviour 81
3.4.2.1 Inter organisational ties and corporate behaviour 81
3.4.2.2 Interlocking directorships and corporate takeovers 83
3.4.2.3 Interlocks and executive remuneration 85
3.4.2.4 Interlock ties and administrative innovations 86
3.4.2.5 Interlock ties and corporate strategy 89
3.4.3 Interlocking directorship and corporate performance 90
3.5 Conclusions 90
4 The Swiss corporate governance system 92
4.1 International comparison of corporate governance systems 92
4.1.1 Market versus network oriented systems of corporate governance 92
4.1.2 One tier versus two tier board systems 95
4.1.3 International corporate governance principles 96
4.1.4 Convergence of national corporate governance systems 97
4.2 Corporate governance in Switzerland 98
4.2.1 The Swiss market for corporate control 98
4.2.2 The role of Swiss banks 100
4.2.3 Swiss corporate law 101
4.2.3.1 The joint stock company ( Aktiengesellschaft ) 101
4.2.3.2 Shareholder rights in Switzerland 102
4.3 The role of the board (Verwaltungsrat) in Switzerland 105
4.3.1 Discretion in designing internal governance structures 105
4.3.2 Legal responsibilities of the board 106
4.3.3 Legal rights of directors 109
4.3.4 Legal restrictions to the composition of the board 110
4.3.5 Interlocking directorships in Switzerland 110
4.4 Current reforms in Swiss corporate governance 111
4.4.1 Recent corporate crisis in Switzerland: an overview 111
4.4.2 The international critique on Swiss corporate governance 114
4.4.3 Current developments and reforms 115
4.5 Conclusions 116
page iv page
5 Conceptual framework and hypotheses 118
5.1 Gaps in the literature 118
5.2 Research questions 119
5.3 Research framework 120
5.4 Development of hypotheses 122
5.4.1 Hypotheses on the determinants of board composition 122
5.4.2 Hypothesised impacts of board composition on performance 123
5.4.3 Hypothesised determinants of board behaviour 124
5.4.3.1 Hypothesised determinants of board monitoring 125
5.4.3.2 Hypothesised determinants of board strategic involvement 126
6 Research methodology 129
6.1 Sample 129
6.2 Data collection 129
6.2.1 Archival data 129
6.2.2 Survey data 130
6.3 Construction of variables 132
6.3.1 Company factors 132
6.3.2 Board composition 134
6.3.3 Interlocking directorships 134
6.3.4 Corporate performance and transparency 136
6.3.5 Board behaviour 137
6.4 Data analysis 140
6.4.1 Regression analysis 140
6.4.2 Logit regression 142
6.4.3 Poisson regression 144
paqev
page
7 Descriptive empirical results: Governance in listed
Swiss companies 145
7.1 Ownership structure 145
7.2 Board composition 148
7.3 Interlocking directorships among listed Swiss companies 149
7.3.1 The network of interlocking directorates 149
7.3.2 Directionality of interlocking directorships 152
7.3.3 Business relatedness of interlocking directorships 154
7.4 Transparency 157
7.5 Board behaviour 158
7.5.1 Board functions 158
7.5.2 Board monitoring 159
7.5.3 Board information 161
7.5.4 Board strategic involvement 162
8 Empirical results II: Determinants and performance impacts
of board composition 164
8.1 Determinants of interlock centrality 165
8.1.1 Results 165
8.1.2 Discussion 167
8.2 Determinants of different kinds of interlocks 170
8.2.1 Directionality of interlocking directorships 170
8.2.1.1 Results 170
8.2.1.2 Discussion 175
8.2.2 Business relatedness of interlocking directorships 178
8.2.2.1 Results 178
8.2.2.2 Discussion 185
8.3 Determinants of other factors of board composition 187
8.4. Conclusions on the determinants of board composition 188
page vi page
8.5 Performance impacts of board composition 190
8.5.1 Results 190
8.5.2 Discussion 194
8.6 Board composition and transparency 197
8.6.1 Results on the disclosure of board remuneration 198
8.6.2 Discussion on the disclosure of board remuneration 202
9 Empirical results III: The impact of board composition on
board behaviour 204
9.1 Board composition and board monitoring 204
9.1.1 Independent audit committee 205
9.1.1.1 Results 205
9.1.1.2 Discussion 207
9.1.2 Board committees in general 210
9.1.3 Remuneration incentives 211
9.1.3.1 Results 211
9.1.3.2 Discussion 215
9.1.4 The determinants of board monitoring in general 218
9.1.4.1 Results 218
9.1.4.2 Discussion 221
9.2 Board composition and board information 225
9.2.1 Results 225
9.2.2 Discussion 227
9.3 Board composition and board strategic involvement 231
9.3.1 Results 231
9.3.2 Discussion 234
9.4 Summary on board composition and board behaviour 238
page vii
page
10 Conclusions 241
10.1 Summary of empirical findings 241
10.2 Limitations of the empirical study 250
10.3 Implications of this study 252
10.3.1 Implications for academic research 252
10.3.2 Implications for corporate governance in Switzerland 255
10.3.3 Advice to companies, their boards and their shareholders 257
Appendices
Appendix 1: Overview of empirical studies 263
Appendix 2: Survey 288
Appendix 3: List of variables 295
Appendix 4: Descriptive empirical results 298
Appendix 5: Additional results on the determinants and on the
performance impacts of board composition 311
Appendix 6: Additional results on the determinants of board
behaviour 323
Bibliography 333
page viii List of figures
page
Figure 1 Structure of thesis and research process 5
Figure 2 Corporate governance as a set of relationships 10
Figure 3 Agency relationship and corporate governance 11
Figure 4 An organisation framework of corporate governance 21
Figure 5 Options for involvement of owners 23
Figure 6 Three overlapping and interrelated board roles 28
Figure 7 A model of research on boards of directors 31
Figure 8 A simplified model of the impact of team heterogeneity 36
Figure 9 The effects of outsider dominated boards 41
Figure 10 The tripartite analysis of power and influence 45
Figure 11 A model of CEO dismissal 53
Figure 12 What is an interlocking directorship? 64
Figure 13 The distinction of one tier and two tier board models 96
Figure 14 Simplified board models in Switzerland 105
Figure 15 Research framework 120
Figure 16 Ownership concentration in sample companies 146
Figure 17 Interlock intensity of sample companies 150
Figure 18 Directionality of interlocks in sample companies 152
Figure 19 Empirically analysed set of governance relationships 241
page ix
List of tables
page
Table 1 Overview of theoretical perspectives 19
Table 2 Balance of factors in board composition 44
Table 3 Differentiating several kinds of interlocking directorships 65
Table 4 Three forms of organisation market interfaces 74
Table 5 Proposed effects of inter organisational relationships 82
Table 6 Effects of structural network positions 87
Table 7 Market versus network oriented governance systems 93
Table 8 Swiss ownership structure compared to other countries 99
Table 9 Recent corporate crises in Switzerland: an overview 111
Table 10 International critique on Swiss corporate governance 114
Table 11 Representativeness of survey respondents 131
Table 12 Shareholder participation in a firm s leadership structure 146
Table 13 Who owns larger stakes in Swiss companies? 147
Table 14 Most interlocked Swiss companies 151
Table 15 Chairmen s evaluation of sent interlocking directorships 154
Table 16 Business related ness of interlock ties in sample companies 154
Table 17 Chairmen s evaluation of neutral interlocking directorships 155
Table 18 Chairmen s evaluation of bank interlocks 156
Table 19 Chairmen s evaluation of vertical interlocking directorships 157
Table 20 Importance of board functions according to Swiss chairmen 159
Table 21 Monitoring structures in sample companies 160
Table 22 Sources of board information and their importance 162
Table 23 Board strategic involvement in sample companies 163
Table 24 Determinants of interlock degree 166
Table 25 Determinants of received ties 171
Table 26 Determinants of sent ties 173
Table 27 Determinants of non directional ties 174
Table 28 Determinants of ownership ties 178
Table 29 Determinants of bank ties 180
Table 30 Determinants of horizontal ties 182
Table 31 Determinants of neutral ties 183
Table 32 Performance impacts of interlock degree 191
Table 33 Performance impacts of different kinds of interlock ties 193
Table 34 Board composition and disclosure of board remuneration 199
Table 35 Board composition and independent audit committees 206
Table 36 Board composition and options in executive remuneration 212
Table 37 Board composition and shares in executive remuneration 214
pagex page
Table 38 Determinants of board monitoring 219
Table 39 Determinants of active board information 226
Table 40 Determinants of board strategic involvement 232
Table 41 Overview of empirical findings on hypothesised relationships 243
Table 42 Determinants of board size 311
Table 43 Determinants of the percentage of outside directors 313
Table 44 Performance impacts of interlock directionality 315
Table 45 Performance impacts of business related interlocks 316
Table 46 Non linear performance impacts of interlock degree 317
Table 47 Non linear performance impacts of interlock directionality 319
Table 48 Non linear performance impacts of business related ties 321
Table 49 Effects on monitoring board committees in general 323
Table 50 Effects on incentives in board remuneration 325
Table 51 Non linear effects on board monitoring 327
Table 52 Non linear determinants of active board information 329
Table 53 Non linear effects on board strategic involvement 331
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| spelling | Keller, Hans-Ulrich Verfasser aut The determinants and effects of interlocking directorships and board composition an empirical analysis of corporate governance in Switzerland Hans-Ulrich Keller 2003 XI, 362 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier St. Gallen, Univ., Diss., 2003 Personelle Verflechtung (DE-588)4129364-2 gnd rswk-swf Aufsichtsrat (DE-588)4003550-5 gnd rswk-swf Corporate Governance (DE-588)4419850-4 gnd rswk-swf Schweiz (DE-588)4053881-3 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Schweiz (DE-588)4053881-3 g Corporate Governance (DE-588)4419850-4 s Aufsichtsrat (DE-588)4003550-5 s Personelle Verflechtung (DE-588)4129364-2 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010638207&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Keller, Hans-Ulrich The determinants and effects of interlocking directorships and board composition an empirical analysis of corporate governance in Switzerland Personelle Verflechtung (DE-588)4129364-2 gnd Aufsichtsrat (DE-588)4003550-5 gnd Corporate Governance (DE-588)4419850-4 gnd |
| subject_GND | (DE-588)4129364-2 (DE-588)4003550-5 (DE-588)4419850-4 (DE-588)4053881-3 (DE-588)4113937-9 |
| title | The determinants and effects of interlocking directorships and board composition an empirical analysis of corporate governance in Switzerland |
| title_auth | The determinants and effects of interlocking directorships and board composition an empirical analysis of corporate governance in Switzerland |
| title_exact_search | The determinants and effects of interlocking directorships and board composition an empirical analysis of corporate governance in Switzerland |
| title_full | The determinants and effects of interlocking directorships and board composition an empirical analysis of corporate governance in Switzerland Hans-Ulrich Keller |
| title_fullStr | The determinants and effects of interlocking directorships and board composition an empirical analysis of corporate governance in Switzerland Hans-Ulrich Keller |
| title_full_unstemmed | The determinants and effects of interlocking directorships and board composition an empirical analysis of corporate governance in Switzerland Hans-Ulrich Keller |
| title_short | The determinants and effects of interlocking directorships and board composition |
| title_sort | the determinants and effects of interlocking directorships and board composition an empirical analysis of corporate governance in switzerland |
| title_sub | an empirical analysis of corporate governance in Switzerland |
| topic | Personelle Verflechtung (DE-588)4129364-2 gnd Aufsichtsrat (DE-588)4003550-5 gnd Corporate Governance (DE-588)4419850-4 gnd |
| topic_facet | Personelle Verflechtung Aufsichtsrat Corporate Governance Schweiz Hochschulschrift |
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