Rationality, traditionalism and the state of corporate governance mechanisms: Illustrations from a less-developed country

By Shahzad Uddin, J. Choudhury. 2008

222 citations recorded by the source corpus.

Subfields: Accounting, Management Science and Operations Research, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/1951d05836948da2434554829683f0b6f7dfeb9d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. M. Muttakin
2. Arifur Khan
3. T. Soobaroyen
4. Dessalegn Getie Mihret
5. J. Mahadeo
6. Niamh M. Brennan
7. Javed Siddiqui
8. J. Solomon

In Management Science and Operations Research

1. M. Muttakin
2. Arifur Khan
3. Javed Siddiqui

In Organizational Behavior and Human Resource Management

1. T. Soobaroyen
2. Dessalegn Getie Mihret
3. M. Muttakin
4. Arifur Khan
5. Niamh M. Brennan
6. Javed Siddiqui
7. Collins G. Ntim
8. Muhammad Ishtiaq Ali

Citations in the corpus

• Corporate Governance, Accountability and Mechanisms of Accountability: An Overview (2008, background): “Drawing on Weberian notions of traditionalism and rationality, Uddin and Choudhury (2008) use semi-structured interviews to study corporate governance in Bangladesh.”
• Corporate Governance and Corporate Social Responsibility Disclosures: Evidence from an Emerging Economy (2012, methodology): “Uddin and Choudhury (2008) report that unlike developed economies, the influence of institutional investors is almost absent in Bangladesh as such investors mostly operate as secondary market traders.”
• The Effect of Board Capital and CEO Power on Corporate Social Responsibility Disclosures (2016, background): “…corporations have adopted an Anglo-American governance model that necessitates majority board independence and the separation of the CEO and chairperson positions; however, family CEOs and CEO duality continues in the Bangladeshi corporate sector (Sobhan and Werner 2003; Uddin and Choudhury 2008).”
• Development of Corporate Governance Regulations: The Case of an Emerging Economy (2010, background): “In many cases, these agencies have prescribed models of corporate governance that have been tested and developed in developed economy conditions as a ‘‘powerful tool to battle against poverty’’ (World Bank, 2007), and the socio-economic conditions of the developing countries have been ignored (Uddin”
• Board Composition and Financial Performance: Uncovering the Effects of Diversity in an Emerging Economy (2011, background): “Tsamenyi and Uddin 2008; Soobaroyen and Mahadeo 2008; Uddin 2008; Wanyama et al. 2009) has led to increasing interest on how corporate governance requirements (including board structure and composition) embed themselves in a variety of socio-economic and political contexts that are not necessarily”