Publication Type
Journal Article
Version
publishedVersion
Publication Date
7-2021
Abstract
The board of directors plays an important role in implementing corporate governance in the firm, as directors have a fiduciary duty to the firm’s shareholders. The effectiveness of directors is a key determinant of corporate value and they need to bring a range of skills and experience to the boardroom. This skill and experience cannot be developed solely within the firm, and most boards incorporate non-executive directors who are or have been directors of other firms. Current research on the benefits of interlocking directorships is mixed between the claim that they bring outside feedback to the table and open decision makers’ minds, and those who think outside directors are a waste of money and can reduce company performance. This paper investigates the extent of interlocking directorship in New Zealand and how it affects corporate performance. Our findings of largely no significant impact on firm performance are consistent with the management control theory of director interlocks; the exceptions support the class hegemony theory that links interlocking directorship with a negative firm performance.
Keywords
Interlocking directorship, board of directors, company performance, New Zealand
Discipline
Corporate Finance | Finance and Financial Management
Research Areas
Finance
Publication
Journal of Risk and Financial Management
Volume
14
Issue
8
First Page
1
Last Page
21
ISSN
1911-8066
Identifier
10.3390/jrfm14080342
Publisher
MDPI
Citation
CHEN, Chen; DING, David K.; and WILSON, William R..
The old boys club in New Zealand listed companies. (2021). Journal of Risk and Financial Management. 14, (8), 1-21.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/6906
Copyright Owner and License
Authors
Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.
Additional URL
https://doi.org/10.3390/jrfm14080342