Outside directors and firm performance during institutional transitions

By Mike W. Peng. 2004

766 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/5c93baa5dfc68970d5aa845411cdec3395ed0e07

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Business and management in China: A review of empirical research in leading international journals (2007, background): “…& Li (2004), Gupta & Wang (2004), Li & AtuaheneGima (2001, 2002), Corporate governance and board of directors of Chinese firms Mar & Young (2001), Peng (2004), Tian & Lau (2001) Impact of inward FDI on the productivity and performance of Chinese firms Buckley, Clegg & Wang (2002), Liu, Parker,…”
Guest Editors' Introduction Strategy Research in Emerging Economies: Challenging the Conventional Wisdom* (2005, positive): “First, the paper by Child and Tsai contrasts large-scale diversified multinational corporations in the chemicals sector, each with manufacturing in both mainland China and Taiwan, with local firms in the same sector.”
Board of Directors and Opportunistic Earnings Management: Evidence from India (2008, background): “Peng (2004) provides evidence of a positive association between independent directors and f m performance for a sample of listed Chinese f m s when performance is measured in terms of sales growth, but this association disappears when the alternative performance measure of return on equity is used. ”
Current debates in global strategy (2009, neutral): “Recent work in China (Bruton et al. 2007; Peng 2004b; Peng et al. 2007) and Russia (Peng et al.”
Are family ownership and control in large firms good, bad, or irrelevant? (2011, background): “China is not included because most listed firms there are state-owned and family ownership and control of large listed firms are very rare (Luo, Wan, & Cai, 2011; Peng, 2004; Wang & Judge, 2011; Wu, Xu, & Phan, 2011).”
An institution-based view of international business strategy: a focus on emerging economies (2008, neutral): “Since different fields embracing the new institutionalism pursue different questions, it is important to identify the key question for IB and strategy research (Peng, 2004a).”
Do outside directors and new managers help improve firm performance? An exploratory study in Russian privatization (2003, background): “Moreover, the theory has played a major role in transition economies (Peng, 2000, 2004; Young et al., 2002).”
Principal—Principal Conflict in the Governance of the Chinese Public Corporation (2008, background): “For example, a company with more independent directors on the board should have less agency problems (Peng, 2004).”
National Governance System, Corporate Ownership, and Roles of Outside Directors: A Corporate Governance Bundle Perspective (2014, neutral): “Theoretically, the presence of outside directors should lead to better firm performance, but the empirical findings about the performance implication of such directors are mixed (e.g., Dalton, Daily, Ellstrand, & Johnson, 1998; Finkelstein & D’Aveni, 1994; Peng, 2004; Westphal, 1999).”
CSR disclosure and firm performance: The mediating role of corporate reputation and moderating role of CEO integrity (2020, neutral): “When the CEO is also a board chair of a firm, this may help establish robust and unambiguous leadership, but it may promote CEO entrenchment (Peng 2004).”
Committee Independence and Financial Institution Performance During the 2007–08 Credit Crunch: Evidence from a Multi‐Country Study (2011, background): “Bathala and Rao 1995; Baysinger and Butler 1985; Bhagat and Black 1997, 2002; Buchholtz and Ribbens 1994; Clarke 2006; Dalton, Daily, Ellstrand, and Johnson 1998; Gilson and Kraakman 1991; Hermalin and Weisbach 1991; Hermalin and Weisbach 2003; Klein 1998; Mehran 1995; Peng 2004; Yermack 1996.”
Ownership structure, strategic controls and export intensity of foreign-invested firms in transition economies (2008, background): “contexts may provide strong moderating effects on governance-strat egy-performance links (Aulakh et al ., 2000; Peng, 2000; 2004 ).”
Corporate Social Responsibility in China: A Corporate Governance Approach (2014, result): “…Governance and Corporate Social Performance From the literature of corporate governance studies in China, we understand that some arrangements are effective in monitoring top management behaviors, while some others may not have conclusive results (Firth et al. 2007; Hu et al. 2010; Peng 2004).”
State ownership reinvented? Explaining performance differences between state‐owned and private firms (2018, neutral): “They are also closely monitored by institutional investors, investment banks, and credit rating agencies (Baysinger & Butler, 1985; Peng, 2004; Poczter, 2012; Shapiro & Willig, 1990).”