Firm Performance: Do Non-Executive Directors Have a Mind of Their Own? Evidence from Uk Panel Data

157 citations recorded by the source corpus.

How researchers see this paper

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

Financial Flexibility, Investment Ability, and Firm Value: Evidence from Firms with Spare Debt Capacity (2010, background): “Average board ownership is around 10% for all groups, which, according to the study by Mura (2007) on the performance of UK firms, falls inside the alignment area.”
Corporate governance and firms financial performance in the United Kingdom (2020, background): “is known to be a set of effective means for reducing the agency cost. The Weir et al. (2002) work supports the view that CEO shareholding can cause entrenchment resulting in poor firm performance. 16 Mura (2007) also documented a weak relationship between non-executive director shareholding and firm”
Corporate governance and firm performance in emerging markets: Evidence from Turkey (2019, background): “Auditing financial statements Ellwood and Garcia-Lacalle (2014); Nguyen et al. (2014); Zakaria et al. (2014); Veprauskaite and Adams (2013); Jackling and Johl (2009); SetiaAtmaja (2009); Mura (2007); Chiang and Lin (2007); Campbell and MinguezVera (2008) 15.”
Do board characteristics drive firm performance? An international perspective (2019, background): “Lin et al. (2009) for companies in China, O’Connell and Cramer (2010) for companies in Ireland and Mura (2007) for companies in the UK obtain positive results.”