Corporate Capital Structure and the Characteristics of Suppliers and Customers

By Jayant R. Kale, Husayn K. Shahrur. 2007

528 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/3230ddf7c4fcfd3121cecfcdd991d4980f01703c

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Citations in the corpus

Do Firms’ Relationships with Principal Customers/Suppliers Affect Shareholders' Income? (2012, unknown): “On the one hand, developing the work of Banerjee et al. (2008), Kale and Shahrur (2007) and Titman (1984) argue that a firm with customer–supplier relationships often must undertake relationship-specific investments, which will, in turn, lead to higher financial distress costs.”
Board Expertise: Do Directors from Related Industries Help Bridge the Information Gap? (2014, unknown): “We follow Kale and Shahrur (2007) to identify the customer and supplier firms from the Compustat Segment files.33 Using these data, we find only 974 firm-year observations that have DRIs from actual customer and supplier firms, and these are split roughly equally between them.”
Do Nonfinancial Stakeholders Affect the Pricing of Risky Debt? Evidence from Unionized Workers (2012, unknown): “Our work is also related to studies that examine the importance of various non-financial stakeholders, such as customers and suppliers, for corporate decisions (e.g., Kale and Shahrur, 2007).”
Customer‐Base Concentration and Inventory Efficiencies: Evidence from the Manufacturing Sector (2016, background): “…topic that is of growing signiﬁcance among academics and practitioners alike (e.g., Banerjee et al. 2008, Cachon and Olivares 2010, Campello and Gao 2014, Cen et al. 2015, Dhaliwal et al. 2015, Irvine et al. 2014, Kale and Shahrur 2007, Krishnan et al. 2015, Osadchiy et al. 2015, Patatoukas 2012).”
Cash holdings and employee welfare (2013, unknown): “…study adds to the growing literature examining the interaction between firms’ non-financial stakeholders and financial decisions, in particular capital structure (Titman, 1984; Titman and Wessels, 1988; Barton, Hill, and Sundaram, 1989; Kale and Shahrur, 2007; Banerjee, Dasgupta, and Kim, 2008).”
Customers’ Risk Factor Disclosures and Suppliers’ Investment Efficiency (2019, methodology): “Durable and nondurable goods industries Suppliers that produce durable goods are more likely to invest in irreversible relationship- specific assets to support the unique products ordered by their customers (Kale and Shahrur 2007; Banerjee et al. 2008).”
From Finance to Marketing: The Impact of Financial Leverage on Customer Satisfaction (2015, background): “For example, Kale and Shahrur (2007) report that suppliers and business customers of more leveraged firms have lower R&D intensity, suggesting that firms do take the financial conditions of their partners into account.”
Corporate Innovation Along the Supply Chain (2018, unknown): “…products (services) it produces (provides) for 1 These effects include, for example, financing cost (Cen et al. 2015a), capital structure decisions (Kale and Shahrur 2007, Banerjee et al. 2008, Chu 2012), relationship-specific investments (Kale et al. 2011), cross-ownership (Fee et al. 2006),…”
Friend or foe: Customer-supplier relationships and innovation (2017, background): “…2015; He & Tian, 2013; Tian &Wang, 2011) and the extensive literature on customer-supplier relationships (Ahern &Harford, 2014; Fee & Thomas, 2004; Kale & Shahrur, 2007; Walter, 2003), empirical documentation of how economic links along the supply chain can systemically influence a supplier's R &…”