11 September, 2016 PROFESSIONAL EXPERTISE ON BOARDS, CORPORATE LIFECYCLE, AND FIRM PERFORMANCE by Attila Balogh 1 The University of Sydney Business School Abstract This study demonstrates that suitable professional expertise on corporate boards can have a significant impact on firm outcomes. We examine diversity of expertise on boards, its link to shareholder value, and extend the literature by introducing corporate lifecycle and industry sectors to explore when specific types of expertise matter. Exploring dominant cash flow patterns, we find a strong link between firm value and financial, mining and engineering expertise of early stage firm boards across ASX-listed companies in 1 Discipline of Accounting, The University of Sydney Business School, Codrington Building (H69), Darlington NSW 2006, Australia; Email: [email protected]
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11 September, 2016
PROFESSIONAL EXPERTISE ON BOARDS,
CORPORATE LIFECYCLE, AND FIRM PERFORMANCE
by
Attila Balogh 1
The University of Sydney Business School
Abstract
This study demonstrates that suitable professional expertise on corporate boards can have a
significant impact on firm outcomes. We examine diversity of expertise on boards, its link
to shareholder value, and extend the literature by introducing corporate lifecycle and
industry sectors to explore when specific types of expertise matter. Exploring dominant
cash flow patterns, we find a strong link between firm value and financial, mining and
engineering expertise of early stage firm boards across ASX-listed companies in 2014. We
also find a relationship between firm performance and financial, mining, and other
unclassified board expertise for companies in the shake-out stage.
JEL Classification: G32, G34, M40
Keywords: Corporate governance, Board of directors, Professional expertise, Life-cycle
theory
1 Discipline of Accounting, The University of Sydney Business School, Codrington Building (H69), Darlington NSW 2006, Australia; Email: [email protected]
1 Introduction
Is there a relationship between firm performance and the range of expertise that directors
bring to corporate boards? Whilst previous studies have shown no overall or cross-
sectional link between general board composition and firm value, there is evidence in the
literature that taking a more granular view of how boards are structured and operate can
uncover structures that enhance company performance and value. Early research suggests
a significant relationship for companies experiencing major events such as takeovers and
CEO turnover (Brickley, et al., 1994, Byrd and Hickman, 1992, Kosnik, 1987, Rosenstein
and Wyatt, 1990, Weisbach, 1988). Studies examining more nuanced characteristics such
as board committee composition (Klein, 1998) and industry experience on specific
subcommittees (Wang, et al., 2013) have found that independent directors enhance value
on audit and compensation committees. The domain of professional expertise was
highlighted by Anderson et al. (2011) who in examining occupational heterogeneity on
boards discovered that investors value diverse talents and perspectives that directors bring
to their monitoring and advising duties. Their study suggests that whilst professional
diversity introduces greater coordination problems and communication challenges, they
are counterbalanced by improved problem-solving, strategy formulation and resource
utilisation. In Australia, prior research has focused on the presence of accounting expertise
on boards with Aldamen et al. (2012) finding a positive relationship between accounting
expertise on audit committees and market performance during the 2007-08 global financial
crisis.
This analysis contributes to the existing literature in a number of ways. First, it will use a
sample of ASX listed companies from 2014. Previous Australian studies on expertise
diversity and firm performance use data from periods prior to the second and third editions
of the Australian Stock Exchange (ASX) Corporate Governance Principles and
Recommendations (Christensen, et al., 2010, Cotter and Silvester, 2003, Gray and
Nowland, 2015). The new edition was published in March 2014 and the guidance to
disclose and discuss the mix of skills and diversity for the board by using a skills matrix
was changed from commentary to a specific recommendation. This development
represents a move towards a more prescriptive approach with a view to increasing
accountability towards investors, but also in order to identify gaps in the board’s combined
skillset.
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Second, this study adds further granularity to Gray and Nowland’s (2015) study on
diversity of expertise on ASX boards. It examined whether greater diversity enhances
shareholder value by using various expertise diversity indices and finding that shareholders
benefit from expertise diversity on boards only within a subset of specialist business
expertise. This analysis suggests that companies in different industries may benefit from
different sets of skills and examines the relationship between firm value and the existence
of specific skills on the board given the company’s industry sector or stage in corporate
lifecycle.
Third, this study introduces the concept of corporate lifecycle in examining board diversity
of expertise as it relates to firm value. It is likely that companies will require a different
board skillset depending on whether they are experiencing a steady growth phase or
operate a mature business. This study will examine the relationship between firm value or
firm performance and the existence of specific skills on the board, given the company’s
phase in its corporate lifecycle.
In contrast to the Sarbanes-Oxley Act of 2002 in the United States, the ASX Corporate
Governance Principles and Recommendations are not mandatory for listed companies in
Australia. Accordingly, there is likely to be more variation in governance structures
because companies can voluntarily select the recommendations they adhere to. This study
will provide critical input to boards of directors and help them better understand the
implications of adopting specific recommendations and deviating from others.
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2 Related literature
The past three decades have seen a steadily increasing focus on corporate governance by
practitioners and likely as a result of this interest a consistently growing volume of
academic research. The unique role of the board of directors in a corporate governance
context was identified early on, as this is the group bearing ultimate responsibility in the
system of internal controls and setting the rules of the game for the CEO (Jensen, 1993).
Codes governing the code of behaviour emerged in a number of developed countries
including Australia: the ASX Corporate Governance Council was established in August
2002, the first edition of its Principles of Good Corporate Governance and Best Practice
Recommendations was published in March 2003 with the third edition released eleven
years later in 2014.
The remit of the board of directors can be encapsulated in four key areas this study will
refer to as the Four Cs: control, counsel, connections and compliance, each underpinned by
complementary and at times competing theories that have deep roots in the corporate
governance literature (Mallin, 2010, Monks and Minow, 2011). The first two functions
focus on internal activities of monitoring management on behalf of shareholders (control),
and providing mentoring (counsel). The second two emphasise the external roles that
boards perform: offering external linkages (connections) and ensuring adherence to laws
and regulations (compliance).
2.1 Agency theory – exercising control
The board’s role in exercising control and providing monitoring over management is most
commonly evaluated through agency theory. A principal-agent problem is inherent when
ownership and control of assets are separated and shareholders are unable to affect
practical control over management: the board’s main role is to oversee management,
safeguard shareholder rights and ensure their equitable treatment (Fama and Jensen, 1983,
Jensen and Meckling, 1976). This conflict also encompasses asymmetric information and
potential moral hazard, where the agent (director) has better information and possesses the
trust of the principal and hence is in a position to act contrary to the interest of the
principal.
The contrasting stewardship theory posits that managers are inherently honest and driven
by maintaining and enhancing their professional reputation. Accordingly, the theory
suggests that managers will not engage in opportunistic or self-enriching behaviour to the
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detriment of the company or their own reputation; they are good agents maximising
shareholder value and any further monitoring is unnecessary and increases transaction
cost.
While many of the potential problems may be overcome through contract, it is not feasible
to negotiate and enforce a comprehensive agreement for every potential scenario. A better
solution is to develop overarching mechanisms in order to govern stakeholder relationships
and minimise conflicts; this is the domain of corporate governance.
2.2 Resource dependency theory - providing counsel and delivering connections
Companies operate in an ecosystem. Whilst the basic resources of capital, labour, and raw
material are still important, their success increasingly depends on more nuanced ones.
Strategic relationships with other businesses, regulators and the government are just as
critical and so is the quality of their labour force in terms of their connectedness in the
community. Resource dependence theory captures at least two of the four critical elements
identified as key responsibilities of directors. Companies benefit from their professional
expertise as they provide counsel and mentoring to management and outside directors can
offer connections by delivering essential linkages through their professional networks
across industry, regulators and government (Hillman, et al., 2000, Pfeffer and Salancik,
2003). Experienced professionals on boards can offer their guidance and facilitate
relationships with providers of a wide array of external capabilities that can help
companies succeed. As an additional facet of the resource dependency theory’s practical
application, companies also benefit from an enhanced reputation when well-regarded
directors join the board (Pfeffer, 1972).
2.3 Corporate Law – ensuring compliance
Directors oversee management on behalf of shareholders with a view to maximising
shareholder value whilst giving due regard to the environment, fair trading, operational
health and safety matters, legal issues and the economic environment. Given that the
conduct of the board of directors and management have an impact on such wide ranging
matters, the freedom given to this stakeholder group needs to be balanced with the need for
holding them accountable as they discharge the duties of their office. As a corporate
governance tool, law has developed over time to impose standards on company directors
and best practice recommendations have been developed to incentivise companies to
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comply, with the promise of increased shareholder wealth as a reward (Agrawal and
Knoebler, 1996).
2.4 Board heterogeneity and fit for purpose
Both the agency theory and resource dependency perspectives suggest that more diverse
boards would lead to desired outcomes such as increased shareholder wealth and firm
performance. Varied backgrounds – be it ethnicity, gender, age or expertise – bring fresh
perspectives that may not have been considered by more homogenous boards (Carter, et
al., 2003). Directors that are less connected to the CEO and top management would be
expected to be stronger monitors. More and tougher monitoring, however, may be
suboptimal given the specific company, leading to the notion that boards need to be fit for
purpose and that different stages in corporate lifecycle and different industries may all
need different boards. Accordingly, treating board structure and diversity measures as
either independent or dependent variables can both lead to valid lines of enquiry.
2.5 Taxonomy of Board Structure and Composition
The domain of board diversity typically examines various aspects of board structure and
composition to identify a link between the diversity measure as independent variable and
measures of firm performance. The market performance measure classically used is
Tobin’s Q, and the accounting measure typically investigated is return on assets (ROA).
The overall aim of these studies is to uncover a model board structure that leads to higher
firm value and improved company performance.
Board structure literature has primarily investigated aspects of board size, board
composition and internal dynamics. The common element across these studies is the focus
on a subset of firms sharing similar characteristics. Eisenberg, Sundgren and Wells (1998)
directed their attention to small and mid-sized firms in Finland to find a negative link
between board size and profitability, while Yermack (1996) found a similar conclusion for
US industrial corporations; Alvarez, Anson and Mendez (1997) studied listed Spanish
firms and concluded a non-linear relationship. Hunter (1997) investigated rural electricity
distributors in the US and showed that large boards have an adverse impact on firm
efficiency. In looking at board composition and investigating director independence
Baysinger and Butler (1985) find a mild, lagged effect on organisational performance for
266 major US companies. Further studies in this area and those examining the internal
dynamics of boards find no cross-sectional relationship between the board feature in
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question and firm performance when looking at large, heterogeneous samples (Baysinger
and Butler, 1985, De Andres, et al., 2005, Hermalin and Weisbach, 1988, Hermalin and
Weisbach, 1991, John and Senbet, 1998, Klein, 1998, Rosenstein and Wyatt, 1997,
Rosenstein and Wyatt, 1990, Vafeas, 1999, Weisbach, 1988).
Aspects of board composition that have been linked to company value include directors’
gender, age, entrenchment status, professional background, expertise and their affiliation
to the company (Alves, et al., 2015, Christensen, et al., 2015, Klein, 1998). It has been
suggested that inside directors (current employees), grey directors (affiliated non-
employees) or independent directors (unaffiliated non-employees) may play a different
role and have an impact on shareholder wealth (Faleye, 2015). Further, outsiders can be
classified based on their background as either being corporate, financial or neutral
outsiders (Rosenstein and Wyatt, 1990) which in turn may prove relevant in terms of how
they add value.
2.6 Board Diversity of Expertise
Research studies on the professional background and expertise of directors have been
limited to date. Gray and Nowland (2015) provide a summary of the Australian research
that has focused on specific types of expertise such as accounting and political background
(Aldamen, et al., 2012, Christensen, et al., 2010, Gray, et al., 2016). They also provide the
first comprehensive categorisation of director expertise and identify 11 distinct groups:
other CEOs, politicians and scientists. Their study found that diversity of expertise on
boards had no overall impact on firm performance, but a negative relationship was found
between non-business related expertise and firm performance as measured ROA.
International studies that look at the background of board members provide critical insight
into some of the underlying reasons behind director appointments and make inferences
about the inner working of boards based on the skillset of its members. Agrawal and
Knoeber (2001) point to the prevalence of directors with backgrounds in politics for
companies with significant government contracts; qualifications in law for firms where
environmental regulation is higher, while Fich (2005) documents positive market response
to the appointment of successful CEOs of other companies. Güner, Malmendier and Tate
(2008) investigate the presence of financial expertise on boards and the resulting increased
external funding, but find that it does not necessarily benefit shareholders.
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2.7 Linking Boards to Firm Performance
The relationship between the composition of the board of directors and firm performance
has been the subject of numerous studies over the past three decades and the only
consistent conclusion has been the lack of compelling evidence for any overall or cross-
sectional link. According to Hermalin and Weisbach (1991) and Bhagat and Black (2002)
there is no compelling relationship between board composition and firm performance by
purely looking at the balance of inside and outside directors. Research conducted by
Agrawal and Knoebler (1996) suggests that there is a negative relationship between firm
performance and the percentage of outsiders on boards and concludes that board structures
are suboptimal because they are determined internally by shareholders. These outcomes
suggest taking a more granular view of directorships – ‘adding structure’ as suggested by
Klein (1998) – and examining the roles directors play by going beyond merely classifying
directors as insiders and outsiders. A more in-depth analysis could be undertaken by
examining memberships of board subcommittees, attendance records and the professional
expertise of board members serving on subcommittees.
Klein (1998) investigates the role of the insider director by observing their committee
membership. He posits that an inside directors’ activity are more consistent with profit
maximising behaviour when they fall within domains of advising and strategy, such as
participating in the work of a long-term investment committee as opposed to serving on a
monitoring committee such as the executive remuneration committee. Consistent with this
theory, Klein (1998) finds a strong positive link between inside directors on finance and
investment subcommittees and measures of both stock market and accounting
performance.
2.8 Gap in Knowledge
There is a growing volume of literature studying board composition and linking it to
shareholder wealth. This study builds on recent work on board structure, diversity of
expertise and director selection to apply it in the context corporate lifecycles. The
Sarbanes-Oxley Act 2002, the UK Corporate Governance Code 2014 and the ASX
Corporate Governance Principles and Recommendations 2014 all promote the notion of
independent directors on boards. Literature, however, suggests that truly independent
boards may miss out on expertise contributed by internal directors and those with
technology know-how possessing firm-specific information and deeper insight into the
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company’s operations, which would in turn make them both better monitors and advisors
(Fama and Jensen, 1983). This study will investigate whether firm-specific information
and deeper insight offered by professionals with domain specific expertise are important
for companies depending on their corporate lifecycle phase.
The study will introduce the concept of corporate lifecycle and its interaction with board
expertise as it relates to firm value and firm performance. It is likely that companies will
require a different board skillset in different industries and stages of corporate lifecycle.
This study will examine the relationship between the existence of specific skills on the
board and firm value given the company’s industry and lifecycle.
In an extreme view, no two firms are exactly the same and hence each of them will have its
own unique optimal board structure and composition. This study will attempt to uncover
common success factors to improve firm value and performance.
2.9 Corporate lifecycle
Corporate lifecycle literature describes evolving internal and external factors that influence
how businesses develop. Some of these factors are strategic decisions taken by the firm;
others are related to its endowment of financial and human capital, and yet others relate to
external factors such as the macroeconomic environment or competitive forces (Dickinson,
2011). Firms enter different stages in their lifecycle as these factors change, and when they
do, boards need an alternative set of skills driven by the resource dependency theory.
There is an equally plausible scenario where the appointment of a new director results in a
different aggregate board skillset that leads to a new phase in the firm’s lifecycle.
Regardless of the direction of causality, different stages of lifecycle are likely to be
associated with a different collective set of expertise at the board level.
Studies have used a ranking method to allocate companies in different life stages without
defining key characteristics of a specific lifecycle stage. Variables used by Anthony and
Ramesh (1992) and DeAngelo, DeAngelo and Stulz (2010) in ranking companies included
dividend payouts, sales growth, capital expenditure as a ratio of firm value, market-to-
book ratio, age and abnormal stock returns as lifecycle stage proxies. A shortcoming of
this approach is that sorting does not capture essential internal and external factors that
pivot firms from one stage to the next; they merely represent their relative standing
compared to other companies in the given sample. Dickinson (2011) developed a
theoretically more robust approach using lifecycle theory as her starting point and
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examining firms’ most likely cash flow characteristics in each phase. First, the sign of
operating, investing and financing cash flows are observed and in the next stage they are
mapped to the five lifecycle stages defined by Gort and Klepper (1982). The method has
been applied in the wider accounting and finance literature, contemporary corporate
governance studies (Al-Hadi, et al., 2016, Hasan, et al., 2015, Koh, et al., 2015, Oler and
Picconi, 2014) and will be used in this analysis.
The Australian Accounting Standards Board (AASB) is authorised under section 334 of
the Corporations Act 2001 to make accounting standards by legislative instruments. AASB
Standard 107 Statement of Cash Flows (2015) sets out the requirements related to
classifying cash flows from operating, financing and investing activities. Operating cash
flows capture cash receipts from ordinary business activities and payments related to
generating revenue. Investing activities presented in the statement of cash flows are
expenditures made to acquire resources that are expected to generate future income and
when those resources are recognised as assets in the firm’s statement of financial position.
Finally, cash from financing activities are separately classified from other cash when they
are either proceeds from, or represent claims on future cash flows to providers of capital.
Building on Dickinson (2011) and Gort and Klepper (1982) the following section will
provide an overview of corporate lifecycle stages and describe cash flow characteristics
representative of each phase. Table 1 provides a summary overview of these patterns.
Early stage
Companies in the introduction stage of their development often experience negative
operating cash flows due to inconsistency of revenues and uncertainty about their cost
structure. They deploy capital to develop production capacity and acquire long-term assets
that are recorded as negative investment cash flows. Lacking consistent operating cash
flows, these firms need sources of financing to grow and will access debt and capital
markets as sources of funding; the net impact in this stage is positive financing cash flows.
Growth phase
Firms with proven business models and customers start attracting consistent positive
operating cash flows. Driven by this optimism, they will continue investment activity,
scale production, and work towards achieving economies of scale in order to deter
competitors. The sources of this new investment are positive net operating cash flows and
cash from financing activities. Pecking order theory suggests that firms prefer internal to
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external financing and will access debt before they issue equity in order to benefit from the
tax shield of interest payments, balanced with the risk of over-borrowing (Myers, 1984).
Mature firms
Businesses continue to enjoy positive cash flows in the mature lifecycle stage and benefit
from certainty in cost structure and potential revenues. While they are likely to continue
their investing activities to maintain assets, mature firms, by definition, have access to
fewer positive net present value projects that would warrant external financing and hence
net cash from financing activities will become negative. Firms in this stage shift focus
towards retiring debt, paying dividends or engaging in share buybacks.
Decline stage
A firm in its decline stage experiences weakening growth rates and deteriorating pricing
power. These symptoms can stem from product obsolescence or increased competition and
result in negative operating cash flows. In order to service debt or repurchase shares, firms
may need to liquidate assets and for the first time since the company’s inception, investing
cash flows will be positive. In this lifecycle phase, providers of capital may receive
payments, loans may be renegotiated, or new preferred equity instruments are issued.
Financing cash flows may be either positive or negative depending on the net impact of the
two factors.
Shake-out stage
There are three remaining cash flow pattern combinations that the literature does not
specifically map to a lifecycle stage. Dickinson (2011) calls this the shake-out stage and
maps to Gort and Klepper’s (1982) Stage 4, characterised by the non-equilibrium phase of
negative net market entry by firms and potential structural changes in the industry. In this
phase, either all cash flows are positive; all are negative; or positive operating and
investing cash flows are combined with negative financing cash flows.
Table 1
Predicted sign of cash flows from operating, investing and financing activities
Early Growth Mature Shake-out Decline
Operating – + + – + + – –
Investing – – – – + + + +
Financing + + – – + – – +
This table shows the eight possible combinations of operating, investing and financing cash flow patterns and their association to five distinct corporate lifecycle stages.
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3 Professional expertise on corporate boards
This analysis looks at a sample of Australian companies to study the relationship between
diversity of expertise on corporate boards and firm performance. The list of company
directors have been obtained for all ASX listed companies on record for 2014 from the
SIRCA Corporate Governance database. It contains director expertise with each director
classified by his or her type of professional expertise, qualification and experience –
finance, accounting, legal, HR, mining, engineering and other. This study will use the
expertise field and disregard the descriptive qualification and experience fields. Since
primary fields of expertise are not distinguished from secondary fields, where a director
has more than one field of expertise, all of them are included with an equal weight. The
dataset includes 5,172 directorships across 764 companies on record in 2014. Of all
mining, 263 engineering and 2,118 other expertise. With 5,368 individual expertise
instances listed, each director possesses 1.038 types of expertise on average. In the next
stage, GICS sector classifications were acquired from the Morningstar DatAnalysis
Premium database and matched to the sample. Missing sector qualifications from 50
delisted or renamed entities were identified through an internet search. Additional
variables were created for the number of directors on each board; board diversity measured
as the instance and product of different expertise types on a given board, and a board
diversity index for the concentration of expertise. A detailed description of the variables is
included in the Appendix.
3.1 Professional expertise across industries
Table 3 shows the percentage of all firms by industry and the types of professional
expertise on boards. The statistics show evidence that of all firms, 57.98 percent have at
least one financial expert, 77.09 percent have at least one accountant and 43.72 percent
have at least one director with legal expertise, 1.44 percent have at least one HR expert,
31.68 have at least one mining expert, 23.30 percent have at least one engineer and 81.81
percent have directors with other, unclassified expertise. The table also provides insight
into clustering of finance experts in the financial sector, mining experts in the energy and
materials sectors and engineers in the industrials and utilities sectors. Accounting expertise
is prevalent across all sectors, but utilities firms have the fewest accountants of all
industries. Other expertise is consistently omnipresent across all sectors, which suggests
that further research is warranted to create a more in-depth and granular classification.
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Table 5 sets out board composition characteristics for the sample of ASX listed firms
across industry sectors. Statistics that are higher (+) or lower (–) than the mean of all
industries are denoted to indicate significance at the 1%, 5% and 10% levels. The average
board has 6.77 members; consumer staples and telecommunication services firms have
significantly larger boards with 8.15 and 8.44 members on average respectively. The
average information technology board is the smallest across all sectors with 5.43 directors.
Across all firms, the average board comprises of 16.6 percent finance experts, 20.3 percent
accountants, 8.66 percent lawyers, 0.22 percent of those with human resources expertise,
9.85 percent with mining expertise and 4.9% percent with engineering expertise. Other,
unclassified expertise comprises the remaining 39.46 percent. Accounting expertise is
more prevalent on consumer discretionary and information technology boards, but less
dominant for consumer staples and energy firms. Finance and legal expertise on boards are
higher at companies in the financial sector.
On average, companies have 3.17 different types of expertise represented on boards, with
some having a single one across all directors and others having up to seven types of
expertise. The average expertise diversity index is 0.55, calculated as the complement of a
Herfindahl-Hirschman type concentration index where a figure closer to 1.00 indicates the
highest diversity. On average, consumer staples and health care firms show significantly
lower expertise diversity on their corporate boards than the average, while the
concentration of mining expertise at energy and materials companies and engineers at
utilities firms make the three sectors the most diverse in terms of board expertise.
Illustrating professional expertise differences across industries, the average board of ten in
the materials industry would have one finance expert, two accounting experts, one lawyer,
two directors with a mining background, one engineer and three directors with other
expertise. Health Care sector board composition is not as well understood, comprising of
six directors with unclassified expertise, one with a finance background, and two
accounting experts complemented by a lawyer.
3.2 Professional expertise across corporate lifecycles
In addition to director expertise data, financial data was obtained from the Morningstar
database for 1,992 ASX listed companies including total current assets, total equity, total
liabilities, cash from operating, financing and investing activities, price to book value and
return on assets for 2014. Tobin’s Q and the natural logarithm of total assets were
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calculated as additional variables. Of the 764 entries in the SIRCA director expertise
dataset, 717 had matching financial data in the Morningstar dataset, which were used to
create the final dataset that encompasses 4,890 directorships. Financial variables were
winsorised at the 1st and 99th percentiles with the exception of total assets. Descriptive
statistics are provided in Table 2. A brief analysis comparing the full sample of 1,992 firms
and the subsample was undertaken and showed that the final sample has a bias towards
larger firms, possibly as the 47 missing firms from the Morningstar dataset included
companies that were either delisted or underwent a name change due to a reverse takeover
during 2014. This bias is not expected to skew the analysis, as total assets are set as a
control variable and cash flow data are in a comparable range for both samples.
Table 2
Sample descriptive statistics
Mean Median Min Max Std. dev.
Total assets (bn) 6.77 0.14 0.00 883.30 61.16
Total equity 0.82 0.09 -0.01 20.54 2.81
Total liabilities 1.60 0.04 0.00 70.10 8.46
Net operating cash flow 0.14 0.00 -0.08 4.60 0.57
Net investing cash flow -0.10 0.00 -3.31 0.13 0.40
Net financing cash flow -0.03 0.00 -2.43 0.55 0.29
Market capitalisation 1.60 0.11 0.00 50.06 6.34
Tobin's Q 2.17 1.15 0.20 26.73 3.56
Price to book value 2.15 1.18 -4.50 22.25 3.45
Return on assets % -0.28 0.02 -7.17 0.46 1.08
Return on equity % -0.17 0.04 -7.69 4.66 1.29
Growth in assets % 0.15 0.02 -0.89 5.59 0.82
Debt to total assets 0.58 0.36 0.00 11.66 1.41
Board size 6.82 6.00 3.36 1.00 24.00
% Independent 30.61 31.25 0.00 76.92 16.40
% Females 9.82 8.33 0.00 46.15 10.32
% Other Directorships 39.85 37.50 0.00 100.00 20.92
% Duality 12.13 0.00 0.00 100.00 32.67
Number of expertise 3.18 3.00 1.09 1.00 7.00
Sum of expertise 7.08 6.00 3.57 1.00 34.00
Expertise index 0.56 0.61 0.19 0.00 0.82
This table shows descriptive statistics of firm characteristics for 717 ASX listed firms based on data available in the SIRCA Corporate Governance database and the Morningstar DatAnalysis Premium database.
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Table 5 sets out the percentage of firms with at least one member of the board possessing a
specific type of professional expertise indicated across corporate lifecycles. It indicates
that finance expertise is less dominant on early stage company boards and legal expertise
is less prevalent for companies in the decline phase. Instances of accounting and human
resources expertise is higher, while mining expertise is lower than average for mature
firms. These differences, however, are only significant at the 5% level. Board
characteristics across corporate lifecycles is summarised in Table 6. It provides evidence
that early stage firms have significantly smaller boards with an average of 5.72 directors
and mature firms have significantly larger boards with an average of 7.88 directors,
compared to the average board size of 6.82 directors across all firms. There are
significantly more finance professionals on shake-out and decline stage company boards
and more engineers on growth company boards than the average. Firms in the decline
stage have significantly fewer legal experts but more mining and finance experts compared
to the average firm. Growth phase and mature companies are significantly more diverse in
terms of professional expertise on their boards.
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Table 3
Percentage of firms with types of professional expertise on the board across industries
This table shows board composition and characteristics for all 764 ASX-listed firms in 2014 and separated by industry sector. In case the mean for the industry is significantly higher (lower) than overall means using a one-sample t-test, the results are denoted to show significance at the 1% +++, 5% ++ and 10% + levels for higher
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means (1% – – –, 5% – –, 10% – for lower means). The Appendix includes detailed variable definitions.
Table 5
Percentage of firms with types of professional expertise across corporate lifecycles
All firms Early stage Growth phase Mature firms Shake-out stage Decline phase
Finance 58.58 47.43 67.69 58.30 63.00 62.92
Accounting 76.99 75.43 76.92 83.41 71.00 70.79
Legal 44.21 37.14 50.77 52.02 44.00 29.21
HR 1.53 0.57 1.54 3.59 0.00 0.00
Mining 31.52 44.57 28.46 19.73 29.00 42.70
Engineering 23.43 18.29 29.23 29.60 15.00 19.10
Other 82.15 74.86 84.62 88.34 80.00 79.78
No. of firms 717 175 130 223 100 89
This table shows a sample of 717 ASX-listed companies from 2014. It lists the percentage of firms by corporate lifecycle with at least one
member of the board of directors possessing the specific type of professional expertise. The Appendix includes detailed variable definitions.
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Table 6Board composition and characteristics across corporate lifecycles
All firms Early stage Growth phase Mature firms Shake-out stage Decline phase
Expertise Index Mean 0.56 0.55 0.56 0.57 + + + 0.53 – – – 0.56
Minimum 0.00 0.00 0.00 0.00 0.00 0.00
Maximum 0.82 0.79 0.82 0.82 + + + 0.78 – – – 0.80
No. firms 717 175 130 223 100 89
This table shows board composition and characteristics for all 717 ASX-listed firms in 2014 and separated by corporate lifecycle. In case the mean for the
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lifecycle is significantly higher (lower) than overall means using a one-sample t-test, the results are denoted to show significance at the 1% + + +, 5% + + and 10% + levels for higher means (1% – – –, 5% – –, 10% – for lower means). The Appendix includes detailed variable definitions.
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4 Professional expertise diversity and firm value
This section will examine the link between various aspects of professional expertise on
boards and firm value using the sample of 717 ASX listed firms. Descriptive statistics
provided in Table 2 show that the mean (median) firm has total assets of $677 billion ($140
million), total equity of $820 million ($90 million), positive operating cash flows, negative
investing cash flows and negative (positive) financing cash flows. The average firm has a
market capitalisation of $1.6 billion ($112 million); a Tobin’s Q of 2.17 (1.15). It achieved a
return on assets of -28% (2%) and an asset growth of 15% (2%) in 2014. The average number
of the directors is 6.82 with an expertise count of 7.08 across 3.18 different types represented
on the board. The median industry adjusted number of expertise is 1.02 and the median
lifecycle adjusted number of expertise is 0.99.
As described in the previous section, board structure and composition differ across industries
and corporate lifecycles. Gaps in current knowledge as highlighted in the introduction
motivated this study to determine whether there is a relationship between expertise diversity,
the presence of specific professional expertise on the board and firm performance; it led to
forming the below hypotheses. Consistent with previous studies, the accounting measure of
firm performance will be return on assets (ROA) and the share market measure of firm value
will be Tobin’s Q; industry, firm and board level variables will be used to control for fixed
effects.
H0 : Firm performance is not related to expertise diversity or the presence of
professional expertise on corporate boards.
HA1 : When industry sector is considered, there is a relationship between firm
performance and expertise diversity on corporate boards.
HA2 : When stages of corporate lifecycle are considered, there is a relationship
between firm performance and expertise diversity on corporate boards.
HA3 : There is a relationship between firm performance and the presence of specific
professional expertise on the board of companies that are in a given lifecycle phase.
The hypotheses developed above are empirically tested using OLS regression analysis. The
Dummy variable equal to one if the CEO is also the chairman of the boardTotal number of directors with financial expertise on the boardTotal number of directors with accounting expertise on the boardTotal number of directors with legal expertise on the boardTotal number of directors with human resources expertise on the boardTotal number of directors with mining expertise on the boardTotal number of directors with engineering expertise on the boardTotal number of directors with other expertise on the boardTotal number of directors with financial expertise on the board divided by the number of different types of expertise on the boardTotal number of directors with accounting expertise on the board divided by the number of different types of expertise on the boardTotal number of directors with legal expertise on the board divided by the number of different types of expertise on the boardTotal number of directors with human resources expertise on the board divided by the number of different types of expertise on the boardTotal number of directors with mining expertise on the board divided by the number of different types of expertise on the boardTotal number of directors with engineering expertise on the board divided by the number of different types of expertise on the boardTotal number of directors with other expertise on the board divided by the number of different types of expertise on the board
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No IndependentNo Non-independentBoardSizeNo OtherBoardsPC DirectorshipsNoExpertiseIAdjNoExpertise
PC IndependentIndependentBoardTotal AssetsLn Total AssetsTotal EquityTotal LiabilitiesDebt-To-AssetsNet Financing Cash FlowNet Investing Cash Flow
Total number of independent board membersTotal number of non-independent board membersTotal number of board membersTotal number of external directorships held by all directorsTotal number of external directorships held by all directors divided by the total number of board membersThe number of different types of expertise held by board membersThe number of different types of expertise held by board members divided by the average number of expertise for the industry sectorThe number of different types of expertise held by board members divided by the average number of expertise for the corporate lifecycleTotal number of expertise held across all directorsTotal number of finance, accounting or legal expertise held across all directorsTotal number of HR, mining, engineering or other expertise held across all directorsTotal number of finance, accounting or legal expertise held across all board directors divided by the total number of expertise held across all directorsTotal number of HR, mining, engineering or other expertise held across all directors divided by the total number of expertise held across all directors1 – the sum of the squared ratios of each type of professional expertise and the total number of expertise held across directorsThe number of independent directors divided by the total number of directorsDummy variable equal to one if the percentage of independent directors on the board is larger than 50%Total assetsNatural logarithm of total assetsTotal equityTotal liabilitiesTotal assets divided by total liabilitiesNet financing cash flowNet investing cash flow
Net operating cash flowAnnual growth in total assets in the last financial yearMarket capitalisation plus total liabilities all divided by total assetsNet debtPrice-to-book ratioMarket capitalisation plusReturn on Assets – annual net income divided by the book value of total assets at the end of the periodReturn on Equity – annual net income divided by the book value of total equity at the end of the periodDummy variable equal to one if the firm is in the introduction corporate lifecycle stageDummy variable equal to one if the firm is in the growth corporate lifecycle stageDummy variable equal to one if the firm is in the mature corporate lifecycle stageDummy variable equal to one if the firm is in the shake-out corporate lifecycle stageDummy variable equal to one if the firm is in the decline corporate lifecycle stageDummy variable equal to one if the firm is in the Consumer Discretionary GICS sectorDummy variable equal to one if the firm is in the Information Technology GICS sectorDummy variable equal to one if the firm is in the Health Care GICS sectorDummy variable equal to one if the firm is in the Energy GICS sectorDummy variable equal to one if the firm is in the Financials GICS sectorDummy variable equal to one if the firm is in the Consumer Staples GICS sectorDummy variable equal to one if the firm is in the Materials GICS sectorDummy variable equal to one if the firm is in the Utilities GICS sectorDummy variable equal to one if the firm is in the Industrials GICS sectorDummy variable equal to one if the firm is in the Telecommunication Services GICS sector
Dummy variables equal to one for 35 combinations of expertise and corporate lifecycle or GICS industry sector, where A (Financial Expertise, Accounting Expertise, Legal Expertise, HR Expertise, Mining Expertise, Engineering Expertise, Other Expertise) and B (Introduction, Growth, Mature, Shake-Out, Decline)