Welcome!

To all those reading this I am David Gibbs; I am a Lecturer in Company and Commercial Law at the University of Hertfordshire.

I created this blog as a general out-let of ideas for my research, as well as keeping those interested up-to-date on my research and general interests.

I completed my PhD thesis at the University of East Anglia in 2014. The thesis was recommended for the award of PhD with no corrections. My external examiner was Prof. Simon Deakin (Cambridge) and internal examiner was Prof. Morten Hviid.
My PhD research centred on directors' duties and company law. The thesis was titled 'Non-Executive Self-Interest: Fiduciary Duties and Corporate Governance'. It was a doctrinal and empirical study on whether self-interest was suitably controlled amongst non-executive directors.

My supervisors were Prof. Mathias Siems, Prof. Duncan Sheehan, Dr. Sara Connolly and Dr. Rob Heywood

All opinions of any existing or future blogpost are my own. They do not necessarily represent the views of any of my associated institutions.
ORCID 0000-0002-6596-8536


Thursday, 5 May 2011

Where have I been?

After a spate of blog posts it has all been a bit quiet!

So, I thought I would provide a brief update to keep my avid (if any) followers happy.

My theory chapter is nearing completion. The work has identified different elements of "optimum" board features in accordance with three different corporate governance theories - Agency, Stewardship and Resource Dependency Theory - The work has identified that since the board structures are just models it is important to understand how each theory views the others board features. This is presented to show how risk levels may rise depending on which theory the board is influenced by.

For example, a board may contain elements of agency but may want to increase its access to resources through additional directors. Additional directors means increased agency costs but there is the potential increase in firm value from access to increased resources. A board influenced by agency will need to understand how elements of resource dependency influence a board and design structures to ensure interests of the directors are aligned.

As well as writing this chapter I have also begun data collection from the FTSE 100 on multiple directorships over the past 5 years. Early indications show that multiple directorships are present in the UK and anecdotal evidence shows CEOs and CFOs generally have at least one other directorship. Early indications show that most firms also restrict additional directorships for their executive directors on the board.

Those who have done data collection before I have new found sympathy. A truly gruelling task this is proving to be working through 500 annual reports. I can see why people compare a thesis to a child. It is a long and painful task but once it is complete, it will all be worth it... I hope...

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