Director Primacy: The Means and Ends of Corporate Governance

By Stephen M. Bainbridge. 2002

224 citations recorded by the source corpus.

Subfields: Accounting, Law, Marketing

View Paper: https://www.semanticscholar.org/paper/9901082dc0c8c4d03d41b8235c28e9064f99462f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Christine Shropshire
2. Amy J. Hillman
3. Alessandro Minichilli
4. Alessandro Zattoni
5. Gavin Nicholson
6. Amedeo Pugliese
7. Carmen Barroso‐Castro
8. Ma del Mar Villegas-Periñan

In Marketing

1. Amy J. Hillman
2. Alessandro Minichilli
3. Heli Wang
4. Aleksandra J. Kacperczyk
5. Giovanna Michelon
6. Jaepil Choi
7. J. Wolf
8. Dev R. Mishra

Citations in the corpus

• Directors' Multiple Identities, Identification, and Board Monitoring and Resource Provision (2008, background): “Given that directors’ proscribed role behaviors emphasize their responsibility to the focal organization’s shareholders (Easterbrook and Fischel 1991, Bainbridge 2003), there is general alignment between the effects of identification with the organization, being a director, and with shareholders…”
• Integrating agency and resource dependence theory: Firm profitability, industry regulation, and board task performance (2013, background): “This is also backed by a legal perspective: directors of distressed firms are more likely to engage in monitoring activities, reducing the threat of litigation due to a breach in their duty of care towards shareholders (Bainbridge, 2002).”