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Board structure, corporate governance, and firm value: evidence from Hong Kong
Adrian C. H. Lei; Frank M. Song
2012
Source PublicationApplied Financial Economics
ISSN1466-4305
Volume22Issue:15Pages:1289-1303
Abstract

This article investigates the effects of board structure and internal Corporate-Governance (CG) mechanisms on firm value in an emerging market with concentrated ownership and family involvement. Using a unique Hong Kong (HK) panel dataset from 2001 to 2009, we create a board-structure index that captures board independence, balance of power and conflicts of interest. We also construct other major CG mechanisms to correctly specify our model. We combine the 13 CG attributes, which consist of binary and continuous variables, with four CG mechanisms, using Principal Component Analysis (PCA). In contrast with prior evidence from developed markets, our results indicate that firms with independent board structure are associated with higher firm value and are both statistically and economically significant. The results also suggest that board structure is the most important among the major internal CG mechanisms.

KeywordCorporate Governance Board Structure Firm Value Family Ownership Internal Corporate Governance Mechanisms
DOIhttps://doi.org/10.1080/09603107.2011.650329
Language英语
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Citation statistics
Document TypeJournal article
CollectionFaculty of Business Administration
DEPARTMENT OF FINANCE AND BUSINESS ECONOMICS
AffiliationUniversity of Macau
First Author AffilicationUniversity of Macau
Recommended Citation
GB/T 7714
Adrian C. H. Lei,Frank M. Song. Board structure, corporate governance, and firm value: evidence from Hong Kong[J]. Applied Financial Economics,2012,22(15):1289-1303.
APA Adrian C. H. Lei,&Frank M. Song.(2012).Board structure, corporate governance, and firm value: evidence from Hong Kong.Applied Financial Economics,22(15),1289-1303.
MLA Adrian C. H. Lei,et al."Board structure, corporate governance, and firm value: evidence from Hong Kong".Applied Financial Economics 22.15(2012):1289-1303.
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