Taking action to reduce board-level information asymmetry: the adoption of enterprise information systems

• Published in: Industrial management + data systems 2024-09, Vol.125 (1), p.1-29
• Main Authors: Niu, Jiping, Ozdemir, Salih Zeki, Kim, Young Un
• Format: Article
• Language: English
• Subjects: Asymmetry; Composition effects; Corporate governance; Decision making; Executives; Information systems; Interdisciplinary aspects; Investigations; Modules
• ISSN: 0263-5577; 1758-5783
• DOI: 10.1108/IMDS-03-2024-0172

Purpose The timeliness and quality of information provided to board members are crucial for them to effectively monitor and advise a firm. This study examines the influence of board composition and structure on (1) the board’s actions to mitigate the information asymmetry problem by implementing enterprise information systems (EIS) and (2) the board of directors’ awareness of information asymmetry, their perception of its causes and their efforts to address it.Design/methodology/approach Our research employs a mixed-methods approach. First, using data from 115 publicly listed Chinese companies, we empirically assess the likelihood of top-level EIS modules adoption at the firm level. Subsequently, through 23 semi-structured interviews, we aim to gain deeper insights into the behavioral motivations behind directors’ attempts to reduce information asymmetry.Findings The study reveals that boards with a higher number of independent directors or with a strategy committee – indicative of a greater concern regarding information asymmetry problems – are more inclined to adopt top-level EIS modules. Additionally, we identify three primary sources of information asymmetry that directors consider significant in prompting the adoption of top-level EIS modules to alleviate perceived information asymmetry.Originality/value This study contributes to both the corporate governance and information systems literature. The implementation and utilization of EIS at the board level have not been extensively explored previously. Moreover, while the issue of information asymmetry at the board level is recognized as a critical governance challenge, the ways in which directors perceive and address this issue remain largely unknown. Our research seeks to illuminate this relatively less-explored area.