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Characteristics of the Board of Directors and Performance of Family Businesses in Cameroon

Authors: KOUAKEP Olive Stéphanie; CHEGUEM SHUPO Davine Myskinole;

Characteristics of the Board of Directors and Performance of Family Businesses in Cameroon

Abstract

{"references": ["Allouche J. et Amman B., (1997), \u00ab Le retour triomphant du capitalisme familial \u00bb, Expansion Management Review, pp. 92-99.", "AtanganaOndoa, H., et Yogo, T., (2012),\u00ab Capital social et performances des entreprises au hCameroun\u00bb, Rapport de Recherche du FR-CIEA, No 24/12, 33", "Beckhard R. etDyer J., (1983), \u00ab Management Continuity in the Family-Owned business \u00bb, Organizational Dynamics, Vol 12, n\u00b0 1, pp.5-12", "Charreaux G., (2008), \u00ab \u00c0 la recherche du lien perdu entre caract\u00e9ristiques des dirigeants et performance de la firme : gouvernance et latitude manag\u00e9riale \u00bb, Cahier du Fargo, Universit\u00e9 de Bourgogne, 42 p", "Daily C.M. et Dalton D.R., (1993), \u00ab Board of directors leadership and structure: Control and performance implications \u00bb, Entrepreneurship Theory and Practice, Vol.17, n\u00b03, pp. 65-81.", "Djimnadjingar R., (2017), \u00ab La gouvernance des PME familiales au Tchad : Une performance am\u00e9lior\u00e9e par les caract\u00e8res familiaux plus que par les facteurs d'altruisme \u00bb, Journal of Small Business and EntrepreneurshipResearch, Vol.5, n\u00b01, pp.1-24", "Godard L. et Schatt A., (2000), \u00ab Quelles sont les caract\u00e9ristiques optimales du Conseil d'Administration \u00bb, la revue du financier, n\u00b0127, pp.36-47.", "] Finkelstein S. et Boyd B. (1998), \u00abHow much does the ceo matter? The role of managerial discretion in the setting of ceo compensation\u00bb, Academy of Management Journal, vol. 41, n\u00b02, p.179-200."]}

Based on contractual theories of the firm, this paper aims to verify whether there is a link between the characteristics of the board of directors (the presence of independent directors, the size of the board of directors,executive compensation)and performance. The latter, is measured from two perspectives: the financial and social performance. With an available sample of 50 family firms from the cities of Yaoundé, Douala and Bafoussam, the data were subject to descriptive statistics andmultiplelinearregressions. In general, our results showed that there is a positive link between the independentboard directors, the executive compensationand performance. But, the size of this board director is not critical

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Keywords

Board of directors, financial performance, family business, Cameroon, social performance

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This indicator reflects the "current" impact/attention (the "hype") of an article in the research community at large, based on the underlying citation network.
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