Corporate governance in China: a review

Sabbaghi, Omid

doi:10.1108/cg-12-2015-0162

Cited by 22 publications

(19 citation statements)

References 84 publications

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“…Active intervention by regulatory bodies was necessary to instill good corporate governance which in turn stimulated firm performance. Sabbaghi (2016) indicated that poor corporate governance mechanisms as measured by concentration of state ownership, the degree of independence among board directors, insider trading and quality of financial disclosures among others have a direct association with firm performance. Sabbaghi (2016) also provided insights to policymakers interested in enhancing quality of corporate governance in China.…”

Section: Effects Of Firm's Corporate Governance On Credit Riskmentioning

confidence: 99%

The impact of operational risk incidents and moderating influence of corporate governance on credit risk and firm performance

Lee

Anandarajan

2019

IJAIM

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Purpose The purpose of this paper is to examine the association among operational risk incidents, corporate governance, credit risk and firm performance. Design/methodology/approach First, the authors regress corporate credit risk on the incurrence of operating losses (driven by operational risk events) and corporate governance variables. The purpose is to test the correlation between operational risk, corporate governance and credit risk. Second, in the authors’ next regression, the authors’ dependent variable is firm performance, and the independent variable is operational risk and corporate governance to test the correlation between operational risk, corporate governance and firm performance. In this study, the authors measure corporate governance using four surrogates, focusing on CEO duality, extent of independent board members, extent of foreign ownership and board member presence ratio. Findings The authors’ findings indicate that the higher level of operational risk incidents is linked to higher likelihood of credit default and to poorer performance. More importantly, the authors find that higher-quality corporate governance is associated with lower levels of operational risk incidents, better performance and lower likelihood of credit fault. Originality/value The authors use a rigid theoretical and empirical framework to examine the association among the incidents of operational risk, credit risk, corporate governance and firm performance. The authors’ study is important because it first facilitates understanding of causes leading to operational risk, and second if and how greater financial effects of operational risk negatively influences operating performance and credit risk of nonfinancial institutions in emerging markets.

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Section: Effects Of Firm's Corporate Governance On Credit Riskmentioning

confidence: 99%

The impact of operational risk incidents and moderating influence of corporate governance on credit risk and firm performance

Lee

Anandarajan

2019

IJAIM

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“…Due to the increasing public concern regarding corporate frauds, this concept has now become very popular in academia. The principal motive of CG is to control the opportunistic behavior of top level administrators and executives Sabbaghi, 2016), often found involved in corporate scams. CG is the system to direct and control companies' affairs (Abor, 2007;Alabdullah, 2016).…”

Section: Introductionmentioning

confidence: 99%

Corporate Governance and Firm Financial Performance: A Meta-Analysis Study

Ali¹,

Ansari²,

Memon

2020

JAFEE

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Based on the meta-analysis of 67 empirical research papers, this research extends prior reviews / meta-analysis studies by investigating the link of corporate governance (CG hereafter) mechanisms with firm financial performance. Further, this research contributes to the extant literature by making comparison of usefulness of CG mechanisms in both developed and developing countries. CG mechanisms appear to play differential role in driving corporate financial performance in both developed and developing countries. In developed countries board meeting and female representation on board has significant positive impact on firm financial performance, while board independence and board size has significant negative relationship. Inconsistent with the results of developed countries, firm financial performance appear to be negatively associated with board independence, board meeting, and managerial ownership and positively associated with ownership concentration. This difference can be attributed to different institutional settings in both developed and developing countries.

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“…Another research avenue relates to the antecedents of the incorporation of corporate culture in national corporate governance codes. An important antecedent could be the national culture of the issuing country (Agyei-Mensah, 2017;Alazzani et al, 2017;Azam et al, 2019;Haxhi and Van Ees, 2010;Humphries and Whelan, 2017;Karlsson et al, 2018;Li and Harrison, 2008;Sabbaghi 2016;Schonfelder et al, 2016). Researchers can explore the effects of national culture on the content of national codes in various ways.…”

Section: Avenues For Future Researchmentioning

confidence: 99%

What national governance codes say about corporate culture

Lobrij

Kaptein

Lückerath-Rovers

2020

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Purpose This study aims to provide insight into the current incorporation of corporate culture in national corporate governance codes. The authors identify three levels of incorporation for each of the following three dimensions: layers of corporate culture (the “what”), the alignment of corporate culture in the organization (the “for whom”) and the board’s roles regarding corporate culture (the “how”). Design/methodology/approach To assess the extent to which national codes have incorporated corporate culture, the authors used a sample of 88 national corporate governance codes. The authors performed a content analysis of these codes using a computer-aided text analysis program. The first step involved the identification of dimensions of corporate culture per national code. These dimensions were then assessed based on three levels of incorporation. Finally, the authors ranked national codes with similar levels of incorporation per dimension and aggregated the dimensions. Findings The data show that five of the 88 national corporate governance codes that the authors analysed scored the highest level in all three dimensions of corporate culture. Originality/value This is the first study to provide an overview of what national corporate governance codes say about corporate culture. The authors address two gaps in the existing literature. First, the authors develop and use a richer conceptualization of how corporate culture can be addressed in national corporate governance codes. Second, the authors analyse these corporate governance codes worldwide.

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Corporate governance in China: a review

Cited by 22 publications

References 84 publications

The impact of operational risk incidents and moderating influence of corporate governance on credit risk and firm performance

The impact of operational risk incidents and moderating influence of corporate governance on credit risk and firm performance

Corporate Governance and Firm Financial Performance: A Meta-Analysis Study

What national governance codes say about corporate culture

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