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    Corporate performance criteria in Thailand: individual perceptions of company directors' tasks and roles

    144672_24065_57029.pdf (1.463Mb)
    Access Status
    Open access
    Authors
    Boriboonsate, P.
    Dickie, Laurence
    Date
    2010
    Type
    Conference Paper
    
    Metadata
    Show full item record
    Citation
    Boriboonsate, Patchareewan and Dickie, Laurence. 2010. Corporate performance criteria in Thailand: individual perceptions of company directors' tasks and roles, in Savatsomboon, G. and Gavriletea, M. (ed), IABE-2010 Bangkok - Summer Conference, pp. 1-22. Bangkok, Thailand: International Academy of Business and Economics.
    Source Title
    Proceedings of the IABE-2010 Bangkok-summer conference
    Source Conference
    IABE-2010 Bangkok-Summer Conference
    ISSN
    19327498
    Faculty
    Curtin Business School
    Graduate School of Business
    School
    CBS - Faculty Office
    URI
    http://hdl.handle.net/20.500.11937/6987
    Collection
    • Curtin Research Publications
    Abstract

    In more than 10 years since the financial crisis in Thailand in 1997, weaknesses in corporate governance have been identified as a major cause of the crisis. Thus, increased attention in the country has been paid to corporate governance reform and the roles of corporate boards of directors in relation to corporate performance. This paper is used to report on a study which examined the emphases that Thai directors place on corporate performance criteria, their individual tasks as board members and the extent to which they consider themselves to have a defined functional role. The study employed a quantitative approach based on questionnaires surveying 195 Thai directors of companies listed on the Stock Exchange of Thailand (SET) across various industries in the year 2009. It was found that the emphasis placed by directors on most corporate performance criteria, especially the financial aspect, was related to the degree to which they saw themselves in a monitoring role. Moreover, rather than general perceived roles, specific task involvement was more closely related to the performance criteria emphasised by directors. For practitioners, academics and policy makers, results raise awareness of directors' practices in the area of corporate governance and suggest a set of director tasks that are required for companies to achieve growth.

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