Costs and Benefits of 'Friendly' Boards during Mergers and Acquisitions
Emory University - Goizueta Business School
February 1, 2014
EFA 2009 Bergen Meetings Paper
Finance theory predicts that board independence is not always in the shareholders’ interest. In situations where board advice is more important than monitoring, independence can decrease firm value. I test this prediction by examining the connection between takeover returns and board “friendliness”, using social ties between the CEO and board members as a proxy for less independent boards. I find that social ties are associated with higher bidder announcement returns when the potential value of board advice is high, but with lower returns when monitoring needs are high. The evidence suggests that friendly boards can have both costs and benefits, depending on the company’s specific needs.
Number of Pages in PDF File: 51
Keywords: Governance, Social Networks, Mergers and Acquisitions
JEL Classification: G30, G34, G39working papers series
Date posted: August 13, 2008 ; Last revised: February 5, 2014
© 2014 Social Science Electronic Publishing, Inc. All Rights Reserved.
This page was processed by apollo7 in 0.375 seconds