The Relationship between Board Competency and Corporate Performance

• Main Authors: Hsin-Mei Wu, 吳欣玫
• Other Authors: Ming-Yuan Chen
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/hh84n2

碩士 === 國立中央大學 === 人力資源管理研究所 === 105 === The purpose of this study is to investigate the relationship between board competency and corporate performance. Furthermore, Discussing the two main function of the board (monitoring and resourcing), and how it impact to firm performance. Based on TEJ Taiwan’s board responsibilities and professionalism DB data, listing companies in Taiwan form 2010 to 2015 as sample. There are seven board competency: size of board, rate of outside board, multiple directorships of independent directors, meeting frequency, rate of board attendance, education level and professional experience, which by using regression analysis method The result represents that board competency isn’t significant at financial performance (ROA), however, is significant in market performance (Tobin’s Q). As we know, Tobin’s Q shows stock price to investors, however we don’t sure board competency have impact on ROA. The result also shows that only focus one of function, either monitoring or resourcing is not good enough to corporate, only if focus both monitoring and resourcing is good to corporate performance.