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find the relationship between board meeting frequency and firm performance was done by Vafeas (1999), who argue that board-meeting frequency is related to the corporate governance and ownership characteristics in line with agency and contracting theory. He found in his study that boards that meet more frequently were valued less by the market. He also found that years with an abnormally high meeting frequency are followed by better performance, however the improvement in the performance was more significant for the firms experiencing poor performance and firms not engaged in corporate control transactions. Jackling and Johl (2009) studied this relationship on 180 Indian firms and found that the frequency of board meetings have no impact on corporate performance.

Existing literature on this relationship contain mixed opinions about the impact of board meeting frequencies on firm's financial performance. Therefore, board activities and its impact on performance is still an open question. Board meeting outcome and its impact on company's strategic planning depend on the fact that how open is the board and how much powerful is the CEO. If outside directors actively participate in the board meetings and there are two-way exchanges of views rather than routine talk on set agenda, then these meetings may enhance the board effectiveness. This study contributes to the existing literature by examining the relationship between board meeting frequencies and corporate performance in the context of Indian listed family firms.

董事会规模与公司绩效——Board size and corporate performance

Lipton and Lorsch (1992) and Jensen (1993) argue that larger boards are less effective as compared to smaller boards, large boards reduces communication and coordination among group members hence leading to agency problems. Yarmack (1996) empirically tested this relationship on the sample of 452 large US industrial corporations between 1984 and 1991 and found the negative relationship between board size and firm performance as suggested by Jensen (1993) and Lipton and Lorsch (1992). Hermalin and weisbach (2003) explain above findings and argue that with the increase in size board becomes more symbolic and less a part of management process.Eisenberg et al (1998) studied this relationship on the sample of 879 small and medium Finnish firms from 1992-1994 and found a significant negative correlation between board size and performance. The study by Conyon and Peck (1998) showed an inverse relationship between return on shareholders' equity and board size for five European countries.

Dalton et al (1999) mention about the advisory role of larger board and argue that larger board provide valuable advice to CEO and outside directors impart quality of advice to CEO otherwise unavailable from internal corporate staff. Hermalin and Weisbach (1988), state that ‘‘the CEO may choose an outside director who will give good advice and counsel, who can bring valuable experience and expertise to the board”. Agarwal and Knoeber (2001) state that number of outside directors depend upon type and need of the firm. Berghe and Levaru (2004) state that directors bring expertise and their experience impart more skill and knowledge to the board. Moreover, larger board can provide a broader strategic thinking to the board and reduces CEO domination on the board ( Forbes & Millik本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。