The Resource Dependence, Service and Control Functions of Boards of Directors in Hong Kong and Taiwanese Firms

By M. N. Young, D. Ahlstrom, Garry D. Bruton, Eunice S. Chan. 2001

118 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/87072c134db19a21024a9c054bf7398d74038b6f

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In Accounting

In Organizational Behavior and Human Resource Management

Citations in the corpus

An institution-based view of international business strategy: a focus on emerging economies (2008, unknown): “The important functions of the board of directors are often service and resource acquisition, namely, tapping into the resources embedded in the networks and connections of directors (Filatotchev, Lien, & Piesse, 2005; Morck, Wolfenzon, & Yeung, 2005; Yeung, 2006; Young et al., 2001, 2008).”
Outside directors and firm performance during institutional transitions (2004, background): “Recent work in China (Keister, 2000; Park and Luo, 2001; Peng and Luo, 2000) as well as Hong Kong (Au et al., 2000), Taiwan (Young et al., 2001), and Thailand (Peng, Au, and Wang, 2001) further points to this direction.”
Venture capital in China: Past, present, and future (2007, background): “Even if the firm is aligned with a strong domestic partner such absentee management can be a formula for disaster (Ahlstrom et al., 2000a; Young et. al., 2001; Clissold, 2004).”
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).”
Corporate Governance and Performance in Publicly Listed, Family-Controlled Firms: Evidence from Taiwan (2005, background): “In addition to the agency approach to the roles of corporate boards, Peng (2004) and Young et al. (2001) develop resource-based and institutional arguments suggesting that non-family directors may have positive effect on performance in emerging markets.”
The impact of the institutional environment on the venture capital industry in Singapore (2002, background): “In part this is because the role of the board in often not the same as in the West (Peng et al. 2001, Young et al. 2001).”
What determines the scope of the firm over time and around the world? An Asia Pacific perspective (2007, background): “Christina Ahmadjian (Hitotsubashi University) Kartika Antono (University of Sydney) René A. Belderbos (Katholieke Universiteit Leuven) Jonathan Brookfield (Tufts University) Sea-Jin Chang (Korea University) Wenyi Chu (National Taiwan University) Christian Chua (National University of Singapore) Alva”