The impacts of independent director and CEO duality on performance in the Chinese post-institutional-transition era
This paper investigates the influence of corporate governance on performance of modern Chinese firms. Prior studies reveal inconclusive results about the relationship between corporate governance and firm performance. Little research investigates the performance implications of board structure in th...
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| Format: | Article |
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Wiley
2017
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| Online Access: | https://eprints.nottingham.ac.uk/45089/ |
| _version_ | 1848797066577313792 |
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| author | Lew, Yong Kyu Yu, Jing Park, Jeong-Yang |
| author_facet | Lew, Yong Kyu Yu, Jing Park, Jeong-Yang |
| author_sort | Lew, Yong Kyu |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | This paper investigates the influence of corporate governance on performance of modern Chinese firms. Prior studies reveal inconclusive results about the relationship between corporate governance and firm performance. Little research investigates the performance implications of board structure in the post-institutional-transition era in China. Based on agency and resource dependence theories, it examines the impacts of board composition and leadership structure on the performance of Chinese manufacturing firms that went public on the Shanghai and Shenzhen Stock Exchanges in 2010. The findings show that separating the posts of CEO and chairman promotes better performance. However, appointing a larger proportion of outside independent directors to the board insignificantly affects performance. This research provides partial support for agency theory and extended insights into corporate governance in emerging economy firms. |
| first_indexed | 2025-11-14T19:57:58Z |
| format | Article |
| id | nottingham-45089 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| last_indexed | 2025-11-14T19:57:58Z |
| publishDate | 2017 |
| publisher | Wiley |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-450892020-05-04T19:16:21Z https://eprints.nottingham.ac.uk/45089/ The impacts of independent director and CEO duality on performance in the Chinese post-institutional-transition era Lew, Yong Kyu Yu, Jing Park, Jeong-Yang This paper investigates the influence of corporate governance on performance of modern Chinese firms. Prior studies reveal inconclusive results about the relationship between corporate governance and firm performance. Little research investigates the performance implications of board structure in the post-institutional-transition era in China. Based on agency and resource dependence theories, it examines the impacts of board composition and leadership structure on the performance of Chinese manufacturing firms that went public on the Shanghai and Shenzhen Stock Exchanges in 2010. The findings show that separating the posts of CEO and chairman promotes better performance. However, appointing a larger proportion of outside independent directors to the board insignificantly affects performance. This research provides partial support for agency theory and extended insights into corporate governance in emerging economy firms. Wiley 2017-11-06 Article PeerReviewed Lew, Yong Kyu, Yu, Jing and Park, Jeong-Yang (2017) The impacts of independent director and CEO duality on performance in the Chinese post-institutional-transition era. Canadian Journal of Administrative Sciences, 35 (4). pp. 620-634. ISSN 1936-4490 agency theory board independence CEO duality China corporate governance institutional transition http://onlinelibrary.wiley.com/doi/10.1002/cjas.1468/abstract doi:10.1002/CJAS.1468 doi:10.1002/CJAS.1468 |
| spellingShingle | agency theory board independence CEO duality China corporate governance institutional transition Lew, Yong Kyu Yu, Jing Park, Jeong-Yang The impacts of independent director and CEO duality on performance in the Chinese post-institutional-transition era |
| title | The impacts of independent director and CEO duality on
performance in the Chinese post-institutional-transition era |
| title_full | The impacts of independent director and CEO duality on
performance in the Chinese post-institutional-transition era |
| title_fullStr | The impacts of independent director and CEO duality on
performance in the Chinese post-institutional-transition era |
| title_full_unstemmed | The impacts of independent director and CEO duality on
performance in the Chinese post-institutional-transition era |
| title_short | The impacts of independent director and CEO duality on
performance in the Chinese post-institutional-transition era |
| title_sort | impacts of independent director and ceo duality on
performance in the chinese post-institutional-transition era |
| topic | agency theory board independence CEO duality China corporate governance institutional transition |
| url | https://eprints.nottingham.ac.uk/45089/ https://eprints.nottingham.ac.uk/45089/ https://eprints.nottingham.ac.uk/45089/ |