2018
DOI: 10.1504/ijcg.2018.091272
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Corporate governance and postcolonialism: the experience of Sri Lanka

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“…Consequently, 84% of European listed companies altered CEO duality role to non-CEO duality. Nirosha Hewa Manawaduge (2012) affirmed in her research that in Sri Lanka, individuals have unfettered powers of decision due to the authority in a company as evinced in the Sri Lankan mandatory code of practices. Through the agency theory, Fama & Jensen (1983) clarify that CEO duality becomes a shackle for a board's ability to supervise management, which creates agency problems.…”
Section: Ceo Dualitymentioning
confidence: 98%
“…Consequently, 84% of European listed companies altered CEO duality role to non-CEO duality. Nirosha Hewa Manawaduge (2012) affirmed in her research that in Sri Lanka, individuals have unfettered powers of decision due to the authority in a company as evinced in the Sri Lankan mandatory code of practices. Through the agency theory, Fama & Jensen (1983) clarify that CEO duality becomes a shackle for a board's ability to supervise management, which creates agency problems.…”
Section: Ceo Dualitymentioning
confidence: 98%
“…Banking, finance, and insurance sector' companies (47 companies) were excluded from the sample due to double regulations and were significantly different from other sectors' reporting practices in Sri Lanka. A similar approach was used by Imam and Malik (2007), Manawaduge (2012) and Kalainathan and Kaliaperumal (2014). Finally, 53 companies were drawn to the final sample.…”
Section: Sample: Identifying Ir-adopters and Non-adoptersmentioning
confidence: 99%