Recent Developments in Corporate Governance: An Overview

By Stuart L. Gillan. 2006

905 citations recorded by the source corpus.

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Citations in the corpus

Ownership concentration and corporate performance from a dynamic perspective: Does national governance quality matter? (2015, background): “The external governancemechanisms, such as legal system or takeovermarkets, play a disciplinary role in monitoring managerial behaviour to mitigate agency problems and thus help to increase performance (Gillan, 2006).”
Meta-analyzing ownership concentration and firm performance in Asia: Towards a more fine-grained understanding (2009, background): “…in which principals are typically both unwilling and unable to act as effective monitors of publicly listed firms, the markets for corporate control, equity capital, and executive talent are therefore the primary disciplinary forces that keep managers in check (Gillan, 2006; Walsh & Seward, 1990).”
Corporate Governance, Integrated Reporting and the Use of Credibility-enhancing Mechanisms on Integrated Reports (2019, methodology): “We use by-year industry averages of corporate governance variables as exclusion restrictions in the ﬁrst stage consistent with prior literature (Gillan, 2006; Ferrell et al., 2016).”
Family Ownership, Board Independence, and R&D Investment (2009, background): “Corporate decisions regarding R&D investment may be subject to agency problems and as such may be alleviated by a board of directors (Gillan, 2006; Kor, 2006) acting as an effective governance mechanism, particularly if the board is independent of the current management team or, more broadly, the…”
Corporate Governance and Liquidity (2010, neutral): “See Gillan (2006) for a recent survey of corporate governance literature.”
Equity or Debt Financing: Does Good Corporate Governance Matter? (2012, neutral): “Other mechanisms of external corporate governance include law/regulation, capital markets, and other forms of external oversight such as from the media (Gillan 2006).”
Corporate social responsibility, board of directors, and firm performance: an analysis of their relationships (2014, background): “The board of directors, which is one of the most important mechanisms for corporate governance, heads the system for internal control (Gillan 2006) and is in charge of supervising the business management.”
Meta-analyses on Corporate Social Responsibility (CSR): a literature review (2021, background): “The board of directors, at the apex of internal control systems, advise and monitor the management (executive directors) and has to duty to hire, fire, and to compensate the senior management (Gillan 2006; Shleifer and Visny 1997).”
Drivers behind the monitoring effectiveness of global institutional investors: Evidence from earnings management (2016, neutral): “The corporate governance literature has long argued that institutional investors play a prominent monitoring role because they have the economic incentive and knowledge sophistication to be effective monitors (Gillan 2006).”