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Small Firm Ceos And Outside Directorships: Tenure, Demonstration And Synergy Effects

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  • MARC COWLING

Abstract

We investigate the determinants of the number of outside directorships held by chief executive officers (CEOs) of small, unquoted companies. CEOs of growth‐oriented firm's hold more outside directorships, as do CEOs of more complex firms. This reflects the need to acquire external resources and develop internal human capital. Synergy effects were also evident in particular industries. On balance there was little evidence of perquisite consumption and some evidence that boards do have a disciplining role.

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  • Marc Cowling, 2008. "Small Firm Ceos And Outside Directorships: Tenure, Demonstration And Synergy Effects," Manchester School, University of Manchester, vol. 76(2), pages 160-179, March.
    • Handle: RePEc:bla:manchs:v:76:y:2008:i:2:p:160-179
    DOI: 10.1111/j.1467-9957.2007.01054.x
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    Cited by:

    1. Lukas Setia‐Atmaja, 2010. "Dividend and debt policies of family controlled firms," International Journal of Managerial Finance, Emerald Group Publishing Limited, vol. 6(2), pages 128-142, April.
    2. Mia L. Rivolta, 2018. "Heir to the Throne: Choice of the Replacement CEO After Unexpected CEO Turnovers," International Journal of Financial Research, International Journal of Financial Research, Sciedu Press, vol. 9(2), pages 172-190, April.

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