Director shareownership and corporate performance in South Africa
Ntim, Collins G. (2012) Director shareownership and corporate performance in South Africa. African Journal of Accounting, Auditing and Finance, 1, (4), 359-373. (doi:10.1504/AJAAF.2012.052137).
Full text not available from this repository.
This paper investigates the relationship between director shareownership and corporate performance in South Africa using a sample of 169 listed firms from 2002 to 2007. Our results suggest a statistically significant and positive association between director shareownership and corporate performance. By contrast, we find no evidence of a non-linear effect of director shareownership on corporate performance. Our findings are robust across a raft of econometric models that control for different types of endogeneity problems and corporate performance proxies. Overall, our results provide support for agency theory, which suggests that director shareownership can reduce agency problems by aligning more closely the interests of shareholders and corporate executives, and thereby improving corporate performance.
|Digital Object Identifier (DOI):||doi:10.1504/AJAAF.2012.052137|
|Subjects:||H Social Sciences > HF Commerce > HF5601 Accounting|
|Divisions:||Faculty of Business and Law > Southampton Business School > Centre of Excellence in Decision, Analytics & Risk Research
|Date Deposited:||24 Sep 2012 14:24|
|Last Modified:||27 Mar 2014 20:25|
|RDF:||RDF+N-Triples, RDF+N3, RDF+XML, Browse.|
Actions (login required)