Board leadership structure for Chinese public listed companies

Mei Yu, J.K. Ashton

Research output: Contribution to journalArticle

6 Citations (Scopus)
207 Downloads (Pure)

Abstract

It is widely accepted that board leadership structure and whether the chairperson and CEO roles should be undertaken jointly or separately affects the performance of a firm. Despite this consensus, empirical evidence presents major uncertainties as to the direction and degree of this influence. This study contributes to this debate by examining the relationship between board leadership structure and firm performance and the expense ratio, using propensity-score matching methods for Chinese PLCs from 2003–2010. It is reported that whilst CEO duality is not related to companies' profitability ratios, it is linked to a higher expense ratio compared to matched companies with a separate board leadership structure. This indicates that a separate board leadership structure is an effective corporate governance arrangement to reduce agency costs for Chinese PLCs.
Original languageEnglish
JournalChina Economic Review
Volume(in press)
DOIs
Publication statusPublished - 2015

Bibliographical note

Article in press, full citation details will be updated once available.
NOTICE: this is the author’s version of a work that was accepted for publication in China Economic Review. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in China Economic Review [in press (2015)] DOI: 10.1016/j.chieco.2015.01.010.

Keywords

  • board leadership structure
  • firm performance
  • agency costs
  • propensity score matching
  • China

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