Bitte verwenden Sie diesen Link, um diese Publikation zu zitieren, oder auf sie als Internetquelle zu verweisen: https://hdl.handle.net/10419/295245 
Erscheinungsjahr: 
2022
Quellenangabe: 
[Journal:] Managerial and Decision Economics [ISSN:] 1099-1468 [Volume:] 43 [Issue:] 3 [Publisher:] Wiley [Place:] Hoboken [Year:] 2022 [Pages:] 862-879
Verlag: 
Wiley, Hoboken
Zusammenfassung: 
We examine how board leadership influences the frequency of supervisory board meetings and how meeting frequency, in turn, affects firm performance. Utilizing a 10‐year longitudinal dataset of German and Indonesian listed firms, we find that CEOs in both countries are more likely to foster lower board meeting frequency. However, in Germany, chairmen and female independent directors are more likely to promote higher board meeting frequency, while in Indonesia, affiliated directors and female independent directors have no significant influence. More frequent board meetings lead to better firm performance in Indonesia but not in Germany.
Schlagwörter: 
Board meeting frequency
two-tier board structure
affiliated director
supervisory board
chairman
board leadership
firm performance
Germany
Indonesia
JEL: 
C23
M14
G34
DOI der veröffentlichten Version: 
Dokumentart: 
Article
Dokumentversion: 
Accepted Manuscript (Postprint)
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