Behavioral corporate governance: four empirical studies

This thesis consists of studies of corporate governance from a behavioral perspective. The chapters are about trust between chief executive officers (CEOs) and board chairpersons, asymmetric effects of corporate social responsibility on corporate financial performance, compliance with corporate governance codes, and the effect of CEO power on her compensation. The arguments are tested on Dutch, U.S., and Norwegian datasets. Overarching conclusions relate to the multi-faceted consequences of powerful and/or independent (non-)executive directors on corporate governance and firm-level outcomes.