The role of board chair in the relationship between board human capital and firm performance

Abstract
This study aims to investigate the moderating effect of the board chair's role on the relationship between board human capital and firm performance. Board human capital has been regarded as a valuable asset that enhances firm performance. Especially, the board chair plays a crucial role in developing this high-echelon human capital. This study utilises a set of longitudinal data to examine 275 firms in Taiwan. The result indicates that board human capital is positively related to firm performance, and the individual human capital of the board chair represents a moderating effect on the relationship between board human capital and performance.
Keywords No keywords specified (fix it)
Categories (categorize this paper)
Options
 Save to my reading list
Follow the author(s)
My bibliography
Export citation
Find it on Scholar
Edit this record
Mark as duplicate
Revision history Request removal from index
 
Download options
PhilPapers Archive


Upload a copy of this paper     Check publisher's policy on self-archival     Papers currently archived: 9,360
External links
  •   Try with proxy.
  • Through your library Configure
    References found in this work BETA

    No references found.

    Citations of this work BETA

    No citations found.

    Similar books and articles
    Najah Attig (2007). Family Pyramidal Holdings and Board of Directors. International Journal of Business Governance and Ethics 3 (4):394-406.
    Analytics

    Monthly downloads

    Added to index

    2009-01-28

    Total downloads

    2 ( #258,346 of 1,089,057 )

    Recent downloads (6 months)

    0

    How can I increase my downloads?

    My notes
    Sign in to use this feature


    Discussion
    Start a new thread
    Order:
    There  are no threads in this forum
    Nothing in this forum yet.