“…Internal governance mechanisms such as board composition (e.g., Baysinger & Hoskisson, 1989;Baysinger, Kosnik, & Turk, 1991;Hill & Snell, 1988;Zahra & Pearce, 1989), ownership structure (e.g., Bethel & Liebeskind, 1993;Hill & Snell, 1988;Hoskisson & Turk, 1990;Kosnik, 1990) and executive compensation (e.g., Gomez-Meija, 1994;Hoskisson, Hitt, Turk, & Tyler, 1989;Tosi & GomezMeija, 1989) may be used to help align the interests between shareholders and managers. External governance devices, such as the market for the corporate control, become more relevant (active) when internal governance devices are unable to mitigate agency costs (Johnson, Hoskisson, & Hitt, 1993;Walsh & Kosnik, 1993;Walsh & Seward, 1990).…”