UNIVERSITY PARK, Pa. -- New research from three members of the Penn State Smeal College of Business Finance Department shows that busy boards — those with more than half of its directors holding three or more directorships — may be advantageous to small, newly public firms.
Past studies indicating that busy boards were less than favorable focused mostly on large, established firms. But Laura Field, Michelle Lowry, and Anahit Mkrtchyan found in a recent paper, “Are busy boards detrimental?” that small IPO firms have different needs and busy boards are better able to meet those needs. In fact, busyness is often a signal of quality in these board members.
New firms are more in need of advising services than larger, established firms. Because newer firms have less experience in navigating public markets, busy boards can be advantageous.
The authors write, “Busy directors, almost by definition, are likely to have had experience with the variety of issues that public firms face, and busy directors are also likely to have a wider network of contacts, which a growing body of literature suggests is quite valuable.”
Monitoring needs, on the other hand, take less priority than in established firms. In new firms, management often holds much of the ownership; when management and ownership are aligned, less outside monitoring is necessary from the board.