Strong boards, CEO power and bank risk-taking

Pathan, Shams (2009) Strong boards, CEO power and bank risk-taking. Journal of Banking and Finance, 33 7: 1340-1350. doi:10.1016/j.jbankfin.2009.02.001

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Author Pathan, Shams
Title Strong boards, CEO power and bank risk-taking
Journal name Journal of Banking and Finance   Check publisher's open access policy
ISSN 0378-4266
1872-6372
Publication date 2009-07-01
Year available 2009
Sub-type Article (original research)
DOI 10.1016/j.jbankfin.2009.02.001
Open Access Status DOI
Volume 33
Issue 7
Start page 1340
End page 1350
Total pages 11
Place of publication Amsterdam, Netherlands
Publisher Elsevier
Language eng
Abstract This study examines the relevance of bank board structure on bank risk-taking. Using a sample of 212 large US bank holding companies over 1997-2004 (1534 observations), this study finds that strong bank boards (boards reflecting more of bank shareholders interest) particularly small and less restrictive boards positively affect bank risk-taking. In contrast, CEO power (CEO's ability to control board decision) negatively affects bank risk-taking. These results are consistent with the bank contracting environment and robust to several proxies for bank risk-takings and different estimation techniques. © 2009 Elsevier B.V. All rights reserved.
Keyword Bank risk taking
Board of directors
CEO power
Bank governance
Bank holding companies
Q-Index Code C1
Q-Index Status Provisional Code
Institutional Status Non-UQ

Document type: Journal Article
Sub-type: Article (original research)
Collections: ERA 2012 Admin Only
UQ Business School Publications
 
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Citation counts: TR Web of Science Citation Count  Cited 145 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 177 times in Scopus Article | Citations
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Created: Sat, 19 Mar 2011, 03:08:29 EST by Dr Shams Pathan on behalf of UQ Business School