An examination of the relationship of governance mechanisms to performance

By Jerilyn W. Coles, Victoria B. McWilliams, Nilanjan Sen. 2001

673 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3cdac3951e54a3b03afdd6ce1b35b0ba4f020efe

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Citations in the corpus

Corporate Governance and Performance of Indian Firms: The Effect of Board Size and Ownership (2005, background): “Firms in industries, where there are growth opportunities, where there are concentrated competitors, or where markets are stable, should have higher profits than industries that are in decline ( Coles et al., 2001 ).”
An empirical study of SOEs' market orientation in transitional China (2006, background): “Agency theory emphasizes the resolution of conflicts of interest between principal and agent, and asserts that firms can employ various mechanisms to align the interests of agents and principals, and to monitor the behavior of agents ( Coles, Victoria, & McWilliams, 2001; Eisenhardt, 1989).”
Governance and Corporate Philanthropy (2002, background): “At the same time as the ratio of giving to net income decreased, governance mechanisms were tightened in the United States, according to Collis and Montgomery (1998). Institutional investors increased their power as they acquired more equity in U.”
Board of Directors, Audit Committee Characteristics and the Performance of Saudi Arabia Listed Companies (2012, background): “On the other hand, Coles et al. (2001) demonstrated that there is a negative impact of outside directors on firm performance.”
Board Composition and Corporate Performance: how the Australian experience informs contrasting theories of corporate governance (2003, positive): “In line with US studies (e.g. Bhagat and Black, 1999; Coles et al., 2001; Daily and Dalton, 1993), we employed three measures of board demographics.”
Corporate governance from the Islamic perspective: A comparative analysis with OECD principles (2009, background): “Coles et al. (2001) and Durnev and Han (2002), also found that companies with better corporate governance enjoy higher valuation.”
Ethnic and Gender Diversity in Boards of Directors and Their Relevance to Financial Performance of Malaysian Companies (2009, background): “The board members are also perceived to be an important device for upholding an effective corporate governance to ensure as there is a need to create adequate returns for shareholders (Vafeas, 1999; Weir & McKnight, 2001; Coles et al., 2001).”