International comparative analysis of the association between board structure and the efficiency of value added by a firm from its physical capital and intellectual capital resources

This study investigates the link between corporate board features and corporate performance for a sample of 286 publicly traded firms from South Africa (84 firms), Sweden (94 firms), and the UK (108 firms). Corporate board features considered are board composition, inside director ownership, duality and board size. In contrast to prior literature, performance is defined as the efficiency of value added (VA) rather than in financial terms. Further, the analysis examines the association between board features and efficiency of VA and each of the firm's physical capital (PC) and intellectual capital (IC), respectively. Finally, the present study analyzes the association between board features and corporate performance conjointly. Comparable to general findings from studies using U.S. data, the empirical analysis as a whole did not discern consistent significant link between the four board features and corporate performance across the three nations. However, individual board features are found to influence corporate performance in isolated cases. Overall, results provide evidence that even under different sociopolitical and economic conditions, governance needs vary across firms. Consequently, these findings do not lend support to the notion that uniform board structures should be mandated.