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What Do Boards Really Do? Evidence from Minutes of Board Meetings

Author

Listed:
  • Schwartz-Ziv, Miriam

    (Hebrew University of Jerusalem and Harvard University)

  • Weisbach, Michael S.

    (OH State University)

Abstract

We analyze a unique database from a sample of real-world boardrooms-- minutes of board meetings and We analyze a unique database from a sample of real-world boardrooms--minutes of board meetings and substantial equity interest. We use these data to evaluate the underlying assumptions and predictions of models of boards of directors. These models generally fall into two categories: "managerial models" that assume boards play a direct role in managing the firm, and "supervisory models" that assume that boards monitor top management but do not make business decisions themselves. Consistent with the supervisory models, our minutes-based data suggest that boards spend most of their time monitoring management: 67% of the issues they discussed were of a supervisory nature, they were presented with only a single option in 99% of the issues discussed, and they disagreed with the CEO only 3.3% of the time. In addition, managerial models describe boards at times as well: Boards requested to receive further information or an update for 8% of the issues discussed, and they took an initiative with respect to 8.1% of them. In 63% of the meetings, boards took at least one of these actions or did not vote in line with the CEO. Taken together our results suggest that boards can be characterized as active monitors.

Suggested Citation

  • Schwartz-Ziv, Miriam & Weisbach, Michael S., 2011. "What Do Boards Really Do? Evidence from Minutes of Board Meetings," Working Paper Series 2011-19, Ohio State University, Charles A. Dice Center for Research in Financial Economics.
    • Handle: RePEc:ecl:ohidic:2011-19
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    References listed on IDEAS

    as
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    Cited by:

    1. Jakob de Haan & David-Jan Jansen, 2011. "Corporate culture and behaviour: A survey," DNB Working Papers 334, Netherlands Central Bank, Research Department.
    2. repec:ces:ifodic:v:10:y:2012:i:1:p:18175040 is not listed on IDEAS
    3. Abudy, Menachem (Meni) & Amiram, Dan & Rozenbaum, Oded & Shust, Efrat, 2020. "Do executive compensation contracts maximize firm value? Indications from a quasi-natural experiment," Journal of Banking & Finance, Elsevier, vol. 114(C).
    4. Harald Badinger & Volker Nitsch, 2012. "Supranationalism in Monetary Policy Decision-Making," ifo DICE Report, ifo Institute - Leibniz Institute for Economic Research at the University of Munich, vol. 10(1), pages 27-31, 04.
    5. Harald Badinger & Volker Nitsch, 2012. "Supranationalism in Monetary Policy Decision-Making," ifo DICE Report, ifo Institute - Leibniz Institute for Economic Research at the University of Munich, vol. 10(01), pages 27-31, April.

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    JEL classification:

    • G3 - Financial Economics - - Corporate Finance and Governance
    • L2 - Industrial Organization - - Firm Objectives, Organization, and Behavior

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