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Board of directors deal with complex, strategic issues and conflict among members is natural. Group conflict is often associated with reduced productivity and lower cohesiveness. However, conflict might also improve group decision making and governance practices. This paper seeks to examine the relationship among the following: (a) three types of conflict (cognitive, affective and process) and board performance; (b) board performance and firm performance; and (c) the mediating role of board performance on board conflict and firm performance. It was found that only cognitive conflict is (positively) related to board performance. In addition, board performance does not impact firm performance nor board performance mediates the relationship between board conflict and firm performance.

PurposePast literature on board research has centred on board structure and firm performance. Since empirical studies do not reveal a conclusive relationship between the two, attention has shifted towards board role performance. This paper aims to investigate this issue.Design/methodology/approachThe paper examines three conceptual models for the studying of board role performance: structure, process, and mediation.FindingsCurrent literature provides little consensus as to the specific configuration for effective board role performance.Originality/valueFirst, the study examines various aspects of board role performance. This is in contrast with previous research which largely investigates board role performance in general or under the dominant agency perspective which emphasises the board's monitoring role. Second, unlike traditional governance models, the role of board process is explicitly advocated here. Third, the three conceptual models regarding the relationship among board structure, process and performance give an alternative avenue for researchers to explain inconsistencies in past board research. They complement the growing interest in opening up the "black‐box" of decision making that has been manifested in studies involving top management teams.

Singapore is a resource-scarce country, and yet it is often viewed as a showcase of successful economic management. Understanding how Singapore's employees are motivated and nurtured at both the national and workplace levels helps explain why the country continues to succeed despite various limitations. This article provides an overview of the pay practices in Singapore. It examines in some detail the evolution of the compensation system under the leadership of the National Wages Council since 1972. It also presents a profile of the national pay structure and occupational, industry and gender differences. The article also discusses an original study of pay practices in 21 electronics manufacturing companies in Singapore. Finally, the article looks at the causal link between directors' remuneration and firm performance.

Many academics and practitioners have noted the emergence of a new generation of workers characterized by decreased company loyalty and increased expectations on various aspects of work life. At the same time, increasing emphasis on knowledge-based competition has accelerated the importance of human capital and hence the strategic role of the human resource management (HRM) function in any organization. This article includes a study of 191 Singapore firms. The study found a positive relationship between various aspects of a company's strategic HRM policies/practices and its HR performance. However, the relationship seems weaker when it comes to a firm's financial outcome. The study reveals that these two aspects of organizational performance may be affected by different HRM components. It also discusses how proper management of human capital can be a critical source of competitive advantage.

Interlocking directorates is not a recent phenomenon in Singapore. In any country where a substantial proportion of commercial and industrial activities are undertaken by corporations, the importance of the role played by board interlocks should not be ignored. This study examines the structure of interlocking directorates among 295 listed companies in Singapore. The objective is to explore whether firm size, financial connections, debt and corporate performance affect board interlocks. Using ten independent variables, we found that market capitalisation, board size, total assets, return on assets, return on sales, profit before tax and nature of the company (financial or non‐financial) are significantly correlated with board interlocks. This lends support to the Bank Control Theory and Resource Dependency Theory. The findings are consistent with those of the United States and Australia.