International Journal of Financial Management

Halil Kaya ¹, Gaurango Banerjee ²

Affiliations
1 Northeastern State University, Department of Accounting and Finance, College of Business & Technology, US
2 Lindenwood University, Department of Finance, School of Business & Entrepreneurship, GB

Abstract

The paper examines the Sarbanes-Oxley (2002) Act's immediate impact on board composition and characteristics as well as possible reversals in its impact over time. Effects on directors' age and tenure are analyzed over the 2001-06 sample period. Female participation in corporate boards is also studied in the pre-SOX and post-SOX periods. The dual roles of directors in being a member of the board as well as serving as either CEO, CFO, Chairman, Co-Chair, Founder, or Lead Director of their respective companies is also examined. We observe a short-term impact of SOX on board compositions due to changes seen in board characteristics between 2001 (pre-SOX), and 2003-05 short-term period (post-SOX). Also, we observe a reversal of board characteristics in 2006 to pre-SOX levels implying that the effects of SOX on board composition were short-lived, and needs to be monitored over time to ensure adherence to corporate accountability guidelines over the long-term.

Keywords

Board Composition and Characteristics, Sarbanes Oxley Act, Directors’ Age, Tenure, Female Participation, Dual Roles.

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