Co-opted Boards

Abstract

We develop two measures of board composition to investigate whether directors appointed by the CEO have allegiance to the CEO and decrease their monitoring. <it>Co-option</it> is the fraction of the board comprised of directors appointed after the CEO assumed office. As <it>Co-option</it> increases, board monitoring decreases: turnover-performance sensitivity diminishes, pay increases (without commensurate increase in pay-performance sensitivity), and investment increases. <it>Non-Co-opted Independence</it>—the fraction of directors who are independent and were appointed before the CEO—has more explanatory power for monitoring effectiveness than the conventional measure of board independence. Our results suggest that not all independent directors are effective monitors.