Corporate Governance Matters, 2nd Edition (August 2015)

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Stanford GSB Corporate Governance Research Initiative

This is the most comprehensive and up-to-date reference for implementing and sustaining superior corporate governance. Stanford corporate governance experts David Larcker and Bryan Tayan carefully synthesize current academic and professional research, summarizing what is known and unknown, and where the evidence remains inconclusive. Corporate Governance Matters, Second Edition reviews the field’s newest research on issues including compensation, CEO labor markets, board structure, succession, risk, international governance, reporting, audit, institutional and activist investors, governance ratings, and much more. Larcker and Tayan offer models and frameworks demonstrating how the components of governance fit together, with updated examples and scenarios illustrating key points. Throughout, their balanced approach is focused strictly on two goals: to “get the story straight,” and to provide useful tools for making better, more informed decisions. This edition presents new or expanded coverage of key issues ranging from risk management and shareholder activism to alternative corporate governance structures. It also adds new examples, scenarios, and classroom elements, making this text even more useful in academic settings. For all directors, business leaders, public policymakers, investors, stakeholders, and MBA faculty and students concerned with effective corporate governance.

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Corporate Governance Matters, 2nd Edition (August 2015)

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Authored by: David F. Larcker, Bradford Lynch, Brian Tayan, and Daniel J. Taylor, June 29, 2020 Investors rely on corporate disclosure to make informed decisions about the value of companies they invest in. The COVID-19 pandemic provides a unique opportunity to examine disclosure practices of companies relative to peers in real time about a somewhat unprecedented shock that impacted practically every publicly listed company in the U.S. We examine how companies respond to such a situation, the choices they make, and how disclosure varies across industries and companies. We ask: • What motivates some companies to be forthcoming about what they are experiencing, while others remain silent? • Do differences in disclosure reflect different degrees of certitude about how the virus would impact businesses, or differences in management perception of its obligations to shareholders? • What insights will companies learn to prepare for future outlier events?

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Stanford GSB Corporate Governance Research Initiative

Authored by: avid F. Larcker, Brian Tayan, CGRI Research Spotlight Series. Corporate Governance Research Initiative (CGRI), April 2020 This Research Spotlight provides a summary of the academic literature on board composition, quality, and turnover. It reviews the evidence of: The appointment of outside CEOs as directors The importance of industry expertise to performance The relation between director skills and performance The stock market reaction to director resignations Whether directors are penalized for poor oversight This Research Spotlight expands upon issues introduced in the Quick Guide Board of Directors: Selection, Compensation, and Removal.

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Stanford GSB Corporate Governance Research Initiative

David F. Larcker and Brian Tayan, April 21, 2020, Stanford Closer Look Series Little is known about the process by which pre-IPO companies select independent, outside board members—directors unaffiliated with the company or its investors. Private companies are not required to disclose their selection criteria or process, and are not required to satisfy the regulatory requirements for board members set out by public listing exchanges. In this Closer Look, we look at when, why, and how private companies add their first independent, outside director to the board. We ask: • Why do pre-IPO companies rely on very different criteria and processes to recruit outside directors than public companies do? • What does this teach us about governance quality? • How important are industry knowledge and managerial experience to board oversight? • How important are independence and monitoring? • Does a tradeoff exist between engagement and fit on the one hand and independence on the other?

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Stanford GSB Corporate Governance Research Initiative

Authored by David F. Larcker and Brian Tayan, April 1, 2020, Stanford Closer Look Series We examine the size, structure, and demographic makeup of the C-suite (the CEO and the direct reports to the CEO) in each of the Fortune 100 companies as of February 2020. We find that women (and, to a lesser extent, racially diverse executives) are underrepresented in C-suite positions that directly feed into future CEO and board roles. What accounts for this distribution?

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Stanford GSB Corporate Governance Research Initiative

By John D. Kepler, David F. Larcker, Brian Tayan, and Daniel J. Taylor, January 28, 2020 Corporate executives receive a considerable portion of their compensation in the form of equity and, from time to time, sell a portion of their holdings in the open market. Executives nearly always have access to nonpublic information about the company, and routinely have an information advantage over public shareholders. Federal securities laws prohibit executives from trading on material nonpublic information about their company, and companies develop an Insider Trading Policy (ITP) to ensure executives comply with applicable rules. In this Closer Look we examine the potential shortcomings of existing governance practices as illustrated by four examples that suggest significant room for improvement. We ask: • Should an ITP go beyond legal requirements to minimize the risk of negative public perception from trades that might otherwise appear suspicious? • Why don’t all companies make the terms of their ITP public? • Why don’t more companies require the strictest standards, such as pre-approval by the general counsel and mandatory use of 10b5-1 plans? • Does the board review trades by insiders on a regular basis? What conversation, if any, takes place between executives and the board around large, single-event sales? Short summary We identify potential shortcomings in existing governance practices around the approval of executive equity sales. Why don’t more companies require stricter standards to lessen suspicion around insider equity sales activity? Do boards review trades by insiders on a regular basis?

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Authors: David F. Larcker and Brian Tayan, Stanford Closer Look Series, November 25, 2019 Among the controversies in corporate governance, perhaps none is more heated or widely debated across society than that of CEO pay. The views that American citizens have on CEO pay is centrally important because public opinion influences political decisions that shape tax, economic, and regulatory policy, and ultimately determine the standard of living of average Americans. This Closer Look reviews survey data of the American public to understand their views on compensation. We ask: • How can society’s understanding of pay and value creation be improved and the controversy over CEO pay resolved? • How should the level of CEO pay rise with complexity and profitability, particularly among America’s largest corporations? • Should pay be reformed in the boardroom, or should high pay be addressed solely through the tax code? • Are negative views of CEO pay driven by broad skepticism and lack of esteem for CEOs? Or do high pay levels themselves contribute to low regard for CEOs?

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Stanford GSB Corporate Governance Research Initiative

By David F. Larcker and Brian Tayan CGRI Survey Series. Corporate Governance Research Initiative, Stanford Rock Center for Corporate Governance, November 2019. In fall 2019, the Rock Center for Corporate Governance at Stanford University conducted a nationwide survey of In October 2019, the Rock Center for Corporate Governance at Stanford University conducted a nationwide survey of 3,062 individuals—representative by age, race, political affiliation, household income, and state residence—to understand the American population’s views on current and proposed tax policies. Key findings include: --Tax rates for high-income earners are about right --Majority favor a wealth tax … but not if it harms the economy --Americans do not want to set limits on personal wealth --Americans do not believe in a right to universal basic income --Trust in the ability of the U.S. government to spend tax dollars effectively is low --Americans believe in higher taxes for corporations who pay their CEO large dollar amounts --Little appetite exists to break up “big tech”

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Stanford GSB Corporate Governance Research Initiative

By David F. Larcker, Brian Tayan, Dottie Schindlinger and Anne Kors, CGRI Survey Series. Corporate Governance Research Initiative, Stanford Rock Center for Corporate Governance and the Diligent Institute, November 2019 New research from the Rock Center for Corporate Governance at Stanford University and the Diligent Institute finds that corporate directors are not as shareholder-centric as commonly believed and that companies do not put the needs of shareholders significantly above the needs of their employees or society at large. Instead, directors pay considerable attention to important stakeholders—particularly their workforce—and take the interests of these groups into account as part of their long-term business planning. • While directors are largely satisfied with their ESG-related efforts, they do not believe the outside world understands or appreciates the work they do. • Directors recognize that tensions exist between shareholder and stakeholder interests. That said, most believe their companies successfully balance this tension. • In general, directors reject the view that their companies have a short-term investment horizon in running their businesses. In the summer of 2019, the Diligent Institute and the Rock Center for Corporate Governance at Stanford University surveyed nearly 200 directors of public and private corporations globally to better understand how they balance shareholder and stakeholder needs.

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Stanford GSB Corporate Governance Research Initiative

by David F. Larcker and Brian Tayan, Stanford Closer Look Series, October 7, 2019 A reliable system of corporate governance is considered to be an important requirement for the long-term success of a company. Unfortunately, after decades of research, we still do not have a clear understanding of the factors that make a governance system effective. Our understanding of governance suffers from 1) a tendency to overgeneralize across companies and 2) a tendency to refer to central concepts without first defining them. In this Closer Look, we examine four central concepts that are widely discussed but poorly understood. We ask: • Would the caliber of discussion improve, and consensus on solutions be realized, if the debate on corporate governance were less loosey-goosey? • Why can we still not answer the question of what makes good governance? • How can our understanding of board quality improve without betraying the confidential information that a board discusses? • Why is it difficult to answer the question of how much a CEO should be paid? • Are U.S. executives really short-term oriented in managing their companies?

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Stanford GSB Corporate Governance Research Initiative

David F. Larcker, Brian Tayan, Vinay Trivedi, and Owen Wurzbacher, Stanford Closer Look Series, July 2, 2019 Currently, there is much debate about the role that non-investor stakeholder interests play in the governance of public companies. Critics argue that greater attention should be paid to the interest of stakeholders and that by investing in initiatives and programs to promote their interests, companies will create long-term value that is greater, more sustainable, and more equitably shared among investors and society. However, advocacy for a more stakeholder-centric governance model is based on assumptions about managerial behavior that are relatively untested. In this Closer Look, we examine survey data of the CEOs and CFOs of companies in the S&P 1500 Index to understand the extent to which they incorporate stakeholder needs into the business planning and long-term strategy, and their view of the costs and benefits of ESG-related programs. We ask: • What are the real costs and benefits of ESG? • How do companies signal to constituents that they take ESG activities seriously? • How accurate are the ratings of third-party providers that rate companies on ESG factors? • Do boards understand the short- and long-term impact of ESG activities? • Do boards believe this investment is beneficial for the company?

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Stanford GSB Corporate Governance Research Initiative

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This Research Spotlight provides a summary of the academic literature on how dual-class share structures influence firm value and corporate governance quality. It reviews the evidence of: • The relation between dual-class shares and governance quality • The relation between dual-class shares and tax avoidance • The relation between dual-class shares and firm value and performance This Research Spotlight expands upon issues introduced in the Quick Guide “The Market for Corporate Control.”

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Stanford GSB Corporate Governance Research Initiative

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Stanford GSB Corporate Governance Research Initiative

By David F. Larcker and Brian Tayan, Stanford Closer Look Series, December 3, 2018 Companies are required to have a reliable system of corporate governance in place at the time of IPO in order to protect the interests of public company investors and stakeholders. Yet, relatively little is known about the process by which they implement one. This Closer Look, based on detailed data from a sample of pre-IPO companies, examines the process by which companies go from essentially having no governance in place at the time of their founding to the fully established systems of governance required of public companies by the Securities and Exchange Commission. We examine the vastly different choices that companies make in deciding when and how to implement these standards. We ask: • What factors do CEOs and founders take into account in determining how to implement governance systems? • Should regulators allow companies greater flexibility to tailor their governance systems to their specific needs? • Which elements of governance add to business performance and which are done only for regulatory purposes? • How much value does good governance add to a company’s overall valuation? • When should small or medium sized companies that intend to remain private implement a governance system?

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Stanford GSB Corporate Governance Research Initiative

By David F. Larcker, Brian Tayan, CGRI Survey Series. Corporate Governance Research Initiative, Stanford Rock Center for Corporate Governance, November 2018 In summer and fall 2018, the Rock Center for Corporate Governance at Stanford University surveyed 53 founders and CEOs of 47 companies that completed an Initial Public Offering in the U.S. between 2010 and 2018 to understand how corporate governance practices evolve from startup through IPO.

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