Title

Managerial ownership, board monitoring and firm performance in a family-concentrated corporate environment

Document Type

Journal article

Source Publication

Accounting and Finance

Publication Date

1-1-2012

Volume

52

Issue

4

First Page

1061

Last Page

1081

Publisher

Wiley-Blackwell Publishing Asia

Keywords

Board of directors, Family concentration, Firm performance, Managerial compensation, Managerial ownership

Abstract

Using data from Hong Kong, a market that has family-concentrated ownership structure, we examine the relation between managerial ownership, the board of directors and firm performance. We first conduct analysis on the managerial ownership and firm performance to derive the turning points where either 'convergence of interest' or 'entrenchment' effect of managerial ownership is dominant. Based on these estimated turning points, we find that at low and high level of ownership, effective board mitigates the entrenchment effect associated with managerial ownership; at medium level of ownership, board effectiveness is less demanded. These findings suggest that managerial ownership and board monitoring are substitutes in mitigating the agency problem between managers and shareholders. We also find that effective board curbs the excessive compensation by entrenched managers to themselves at low level of managerial ownership.

DOI

10.1111/j.1467-629X.2011.00448.x

Print ISSN

08105391

E-ISSN

1467629X

Funding Information

Peter Cheng acknowledges the financial support from the Area of Strategic Development (ASD) in China Business Services at The Hong Kong Polytechnic University, Grant No. A614.

Publisher Statement

Copyright © 2011 The Authors. Accounting and Finance © 2011 AFAANZ.

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Recommended Citation

Cheng, P., Su, L. N., & Zhu, X. K. (2012). Managerial ownership, board monitoring and firm performance in a family-concentrated corporate environment. Accounting and Finance, 52(4), 1061-1081. doi: 10.1111/j.1467-629X.2011.00448.x