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Hello:
You are invited to participate in a survey on Exploring the Relationship of Foreign Board Membership on Corporate Governance and Performance: A Case Study. In this survey, approximately 400 board members from U.S. companies listed on the Fortune Global 500 list will participate to answer questions about the contribution of foreign directors to the process of board decision-making and corporate performance. The findings from this research study will provide a significant contribution to academic research regarding globalization of corporate boards. It is very important to learn your opinions for this research study.
Your survey responses will be strictly confidential. The researcher will be the only one with access to each survey, raw data, and findings. Every assurance will be taken to guard the privacy of the responses. The published findings of this research will not include any information that will make it possible to identify a person.
Read each question carefully and please select the response you most agree with or the one that best describes your opinion. Answer each question as it applies to the board of the company participating in this study. There is only one answer allowed per question.
At the beginning of the survey, please type in the company code which is located in the upper right hand corner of your letter which listed the web address(URL). In appreciation of your participation, an executive summary of the findings of this study will be available to your or your company electronically. If you have any questions at any time about the survey or the procedures, you may contact [Carol Trivedi] at [916-847-3738] or by email at [email protected].
Thank you very much for your time and support. Please start with the survey now by clicking on the Next button below.
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| 2. In which region of the United States is your company located? |
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| * 3. Board members must understand what drives success in the Business. |
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| * Board members must do more than ask good questions; they must be sufficiently informed to contest management's view. |
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| * In multibusiness companies, Board members must understand the major strategy issues in each of the major businesses. |
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| * Board members must be sufficiently informed to make decisions on major strategic moves. |
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| * Board members must know the qualities of the executives who are candidates for the most senior positions in the company. |
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| * Board members on our board do understand the factors that drive performance in each of the main businesses. |
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| * Board members are well prepared for board meetings. |
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| * Board members recall previous discussions and management doesn't have to keep repeating things in subsequent meetings. |
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| * Board members often raise important new issues in board discussions. |
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| * Board members accept accountability for their role in major decisions. |
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| * Board members spend enough time with management to be able to judge management succession issues. |
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| * Board members focus on the important issues at board meetings. |
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| * Board member contributions are constructive in tone and made in a way that is supportive of management. |
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| * Board discussions conclude with clear direction to management. |
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| * Periodically, Board members review whether agreed-upon initiatives have been implemented. |
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| * Board members must spend more time on the job learning about the business and its people as well as the industries in which we operate. |
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| * To cope with complexity, Board members will have to allocate some of the issues among themselves rather than try to cover everything. |
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| * Board members spend more time outside board meetings learning about the business with employees, customers, and suppliers. |
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| * Performance evaluation needs to strengthen and low-performing Directors moved out. |
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| * 22. Outside directors should be required to own stock in the business in amounts that are very material to them. |
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| * 23. Renumeration of outside Directors should substantially be at risk - being paid in stock and options. |
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| * 24. In the future, Boards will have to increase their focus on the interests of all stakeholders, not only shareholders. |
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| * 25. Boards need Directors from more diverse backgrounds. |
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| * 26. Boards are increasingly effective in discharging their duties. |
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| * 27. CEOs or Ex-CEOs make the best directors. |
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| * 28. Except for the CEO, all Directors on a Board should be independent. |
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| * 29. Smaller boards with, say, ten or fewer members, are more effective. |
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| * 30. Independent directors struggle to understand the business. |
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| * 31. Replacing poorly performing Directors is very difficult. |
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| * 32. A board can only be effective if the CEO wants it to be effective. |
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| * 33. All boards should have strong independent leadership - either a separate Non-Executive Chairman or a Designated Lead Director. |
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| * 34. The governance debate is too much about "Ticking Boxes". What really counts are skills and behaviors inside the boardroom. |
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Demographic Information
(Your responses to these questions are completely confidential.)
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| * 36. How many foreign directors are members of your corporate board? |
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| * The number of years of experience or tenure I have on the Board is: |
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| * My industry experience is in: |
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| * 39. The number of board members on the board is: |
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| * 40. I am serving as a Director on another board. |
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| * The continent where I reside is: |
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