Buyer-Supplier Relationships and the Stakeholder Theory of Capital Structure

By Shantanu Banerjee, Sudipto Shankar Dasgupta, Yungsan Kim. 2007

575 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/77d75b78dfaa0f35df48a58ef49c5dfb5ddde88f

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Citations in the corpus

Corporate Suppliers and Customers and Accounting Conservatism (2012, unknown): “22 A positive association between Basu’s (1997) timeliness measure and the market-to-book ratio is consistent with theory.”
Friend or foe: Customer-supplier relationships and innovation (2017, background): “Second, this paper extends studies on relationship-specific investment, supply chain management, and hold-up problems (Acemoglu, Johnson, &Mitton, 2009; Banerjee et al., 2008; Chu, 2012; Dass, Kale, & Nanda, 2014; Walter, 2003).”
Are Overconfident CEOs Better Leaders? Evidence from Stakeholder Commitments (2017, unknown): “We test this prediction by examining durable manufacturing firms because this sector produces unique products that require greater relationship-specific inputs from suppliers (Titman and Wessels, 1988; Banerjee, Dasgupta, and Kim, 2008).”
Corporate Social Responsibility and Firm Financial Performance: The Mediating Role of Productivity (2016, unknown): “between suppliers and customers with better terms (Banerjee et al. 2008) and attracts financial resources from socially responsible investors (Hockerts and Moir 2004).”
Customer-base concentration, profitability and distress across the corporate life cycle (2013, unknown): “We interpret this result as evidence that, in addition to the reason posited by Banerjee et al. (2008), the cost channel plays a significant role in explaining the leverage decisions of firms with major customers.”
Customer‐Base Concentration and Inventory Efficiencies: Evidence from the Manufacturing Sector (2016, background): “…and beneﬁts of major customer relationships for supplier ﬁrms — a 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…”
Employee Treatment and Firm Leverage: A Test of the Stakeholder Theory of Capital Structure (2011, unknown): “…1993; Perotti and Spier, 1993), employee stock ownership (Faleye, Mehrotra, and Morck, 2006), marginal tax rate before interest expenses (Graham, 1996; Graham, Lang, and Shackelford, 2004), buyer–supplier relations (Kale and Shahrur, 2007; Banerjee, Dasgupta, and Kim, 2008), and asset tangibility.”
Reputation and Loan Contract Terms: The Role of Principal Customers (2016, unknown): “The details of the identification and classification procedure are discussed in Banerjee, Dasgupta, and Kim (2008).”
Customer-Supplier Relationships and Corporate Tax Avoidance (2017, unknown): “Kale and Shahrur (2007) and Banerjee et al. (2008) find that firms reduce their leverage as a commitment to induce more relationship-specific investments from their customers and suppliers. Raman and Shahrur (2008) find that relationship-specific investments by suppliers/customers are positively rel”
Climate Change and Adaptation in Global Supply-Chain Networks (2019, methodology): “Following the literature (e.g. Kale and Shahrur, 2007; Banerjee et al., 2008; Barrot and Sauvagnat, 2016; Campello and Gao, 2017; Cen, Maydew, Zhang, and Zuo, 2017; Phua, Tham, and Wei, 2018), we collapse our supplier-customer panel at the”
Input Specificity and the Propagation of Idiosyncratic Shocks in Production Networks (2016, background): “…studies of the implications of product market relationships for firms’ corporate policies (Titman 1984; Titman and Wessels 1988; MacKay and Phillips 2005; Kale and Shahrur 2007; Campello and Fluck 2007; Banerjee, Dasgupta, and Kim 2008; Chu 2012; Moon and Phillips 2014; Ahern and Harford 2014).”
Corporate Social Responsibility as a Strategic Shield Against Costs of Earnings Management Practices (2014, background): “…to the Stakeholders Theory, alignment of company objectives with that of their stakeholder groups and the community creates a valuable intangible asset that works through various channels to help the company achieve stability and higher growth in the long term (Titman 1984; Banerjee et al. 2008).”
Customers’ Risk Factor Disclosures and Suppliers’ Investment Efficiency (2019, background): “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).”
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).”