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Highermarketvaluationofcompanieswithasmallboardofdirectors(节选)Author:DavidYermackNationality:TheU.S.Derivation:JournalofFinancialEconomics40(1996)185-211(P185-187)IntroductionAgrowingbodyofempiricalresearchexaminesthestructureandeffectivenessofcorporategovernancesystems.Animportantinsightfromthisliteratureisthattopmanagers’decisionsappeartobeinfluencedbyexecutivecompensation,takeoverthreats,monitoringbyboardsofdirectors,andothercontrolmechanisms.Icontributetothisliteraturebyevaluatingaproposalforlimitingthesizeofboardsofdirectorsinordertoimprovetheireffectiveness.Myevidencesupportsthisproposal,asIfindaninverseassociationbetweenfirmvalueandboardsizeinapanelofmajorU.S.companies.LiptonandLorsch(1992)statethat‘...thenormsofbehaviorinmostboardroomsaredysfunctional’,becausedirectorsrarelycriticizethepoliciesoftopmanagersorholdcandiddiscussionsaboutcorporateperformance.Believingthattheseproblemsincreasewiththenumberofdirectors,LiptonandLorschrecommendlimitingthemembershipofboardstotenpeople,withapreferredsizeofeightornine.Theproposalamountstoaconjecturethatevenifboards’capacitiesformonitoringincreasewithboardsize,thebenefitsareoutweighedbysuchcostsasslowerdecision-making,less-candiddiscussionsofmanagerialperformance,andbiasesagainstrisk-taking.Jensen(1993)takesupthistheme,pointingoutthe‘greatemphasisonpolitenessandcourtesyattheexpenseoftruthandfranknessinboardrooms’andstatingthat‘whenboardsgetbeyondsevenoreightpeopletheyarelesslikelytofunctioneffectivelyandareeasierfortheCEOtocontrol’.Someevidenceshowsthatreducingboardsizehasbecomeapriorityforinstitutionalinvestors,dissidentdirectors,andcorporateraidersseekingtoimprovetroubledcompanies.Kinietal.(1995)presentevidencethatboardsizeshrinksaftersuccessfultenderoffersforunder-performingfirms.AtAmericanExpress,theoutsidedirectorwhoin1993organizedtheremovalofthecompany’sCEOcitedthe‘unwieldy’19-personboardasanobstacletochange,statingthatthe‘sizeoftheboarddoesmakeadifference’,accordingtoMonksandMinow(1995).Smallerboardshavee