Do outside directors and new managers help improve firm performance? An exploratory study in Russian privatization

By Mike W. Peng, T. Buck, Igor Filatotchev. 2003

182 citations recorded by the source corpus.

Subfields: Accounting, Political Science and International Relations, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/419a88b0302c28f86c92dd6287c0ff11e3161dcd

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Citations in the corpus

International Diversification (2012, background): “the role of outside directors in promoting efficiency has been confirmed by a large number of theoretical and empirical studies, most of them grounded in agency theory (Peng et al. 2003).”
Current debates in global strategy (2009, unknown): “Recent work in China (Bruton et al. 2007; Peng 2004b; Peng et al. 2007) and Russia (Peng et al. 2003) casts some doubts on the performance benefits of such superficial 'convergence'.”
Outside directors and firm performance during institutional transitions (2004, background): “, 2000), Russia (Peng et al., 2003), and Thailand (Peng et al.”
Guest Editors' Introduction Strategy Research in Emerging Economies: Challenging the Conventional Wisdom* (2005, unknown): “Straight applications of standard AT propositions, such as outside board directors may lead to better firm performance, are refuted in emerging economies such as China (Peng, 2004) and Russia (Peng et al., 2003).”
Corporate Governance in Emerging Economies: A Review of the Principal-Principal Perspective (2008, background): “As boards of directors in emerging economies lack this institutional support, they are less likely to play a strong monitoring and control role (Peng, 2004; Peng et al., 2003; Young et al., 2001).”
Probing theoretically into Central and Eastern Europe: transactions, resources, and institutions (2005, background): “These efforts thus lead to the emergence of an institution-based view of business strategy, which complements the existing industry- and resource-based views (Peng, 2006).”