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Cohesiveness, which may be facilitated by having fewer group members, has been related to performance. Evens and Dion (1991), for example, relying on a meta-analysis, reported a positive association between group cohesion and performance. Arguably, smaller boards would, on average, have more group cohesiveness (Lipton and Lorsch, 1992; Jensen, 1993). Mintzberg (1983) suggests that board members’ assessments of top management are more easily manipulated when boards are larger and diverse. It might be reasonably expected that large boards would tend to be more diverse, more contentious and more fragmented than small boards.
Most of China’s listed companies have been transformed from large state-owned enterprises and hence inherited many structure problems that were typical of such enterprises. The key problem of corporate governance is the ambiguous definition of the controlling power of state shares, leading to false placement of state property, insider control, serious impingement on the interests of small shareholders, irrational managerial decisions and poor monitoring and incentives. In Chapter 6, Xue, Zhang and Li examine the evolution of dividend pattern of the Chinese listed companies.
1998). In the following sections of this chapter, we first review previous studies on the advantages and disadvantages of large board size. We then discuss the board structure of China’s listed companies and continue our study by defining the variables. The outcomes of regression analysis are presented in the regression analysis section and we end by drawing some conclusions. Why board characteristics matter Why board size matters Researchers have not achieved a consensus on the optimal size of the board.