OWNERSHIP, CONTROL, FINANCIAL STRUCTURE AND THE PERFORMANCE OF FIRMS

Abstract. The notion that the separation of ownership from control may create a divergence of interests between managers and shareholders has led to a large number of studies which investigate the influence of ownership structures upon a firm's financial structure and its performance. The purpose of this paper is to review and critically evaluate the literature that empirically analyses the effects of ownership and control structures on both the financial structure and the performance of the firm. In addition, further consideration is given to the dynamic relationships between ownership, control, financing and firm performance.     

Networking,entrepreneurship and microbusiness behaviour

It has been argued that networking by owner-managers of small businesses will enhance business performance. Yet to define and demonstrate the presence of networking activity is suffused with methodological difficulties. In this paper the authors attempt to disentangle some of these difficulties. The paper draws on quantifiable data from 104 owner-managers and qualitative data from 34 critical incident interviews from a study of microbusinesses to assess the nature and extent of networking activity. The paper shows: a high proportion of owner-managers use their trading contacts as sources of useful additional information; they use ‘weak ties’ for purposes such as recruitment; a sparse use of institutional networks; an association between networking activity and business performance, although it seems that this must be qualified by sectoral differences; an association between type of owner-manager on a scale of entrepreneurship and networking activity. The policy implications of this paper suggest that economic development agencies continue to have problems reaching out to the microbusiness. This paper recommends that such agencies might use a tool to differentiate more finely amongst the microbusiness population.     

Learning in owner-managed small firms: Mediating artefacts and strategic space

The authors focus on the way in which owner-managers in smaller firms improve their businesses through the creation of ‘strategic space’. The term ‘strategic space’ refers to the process by which owner-managers are able to access resources, motivation and capability to review existing practices. The starting point is the owner-manager's human capital and their capacity to engage in critical reflection about their business. We highlight three concepts central to the creation of strategic space, first, social capital, which refers to the network relationships that provide access to a wide range of resources and information. Second, absorptive capacity, which describes the way in which organizational members identify, acquire and utilize knowledge from external sources. Third, mediating artefacts, which represent existing knowledge but also facilitate the translation and transformation of understanding within and between communities of practice. This process is essential to the renewal of knowledge and knowing within firms. The contribution this paper makes is to bring together these elements – human and social capital, absorptive capacity and mediating artefacts – to offer a conceptual model that illustrates the mechanism by which owner-managers create strategic space. This model provides a deeper understanding of the evolution of knowledge in smaller organizations.     

MANAGERIAL AND OWNERSHIP SUCCESSION AND CORPORATE RESTRUCTURING: THE CASE OF MANAGEMENT BUY-INS*

This paper addresses the effects on corporate restructuring of changing management and ownership. First, it synthesises a number of perspectives on corporate restructuring which involve managerial succession, voluntary restructuring, agency theory, incentives and entrepreneurship, to obtain insights into the relative impact of simultaneously changing either, neither or both management and ownership. Second, it uses case study evidence from management buy-ins to examine the effects of changing both management and ownership. the evidence suggests that whilst management may be adequately incentivized, problems may arise in respect of information asymmetries, difficulties in matching entrepreneurs to the context and monitoring by venture capitalists, and implementation of strategies.     

OWNERSHIP CONCENTRATION AND FIRM PERFORMANCE IN EMERGING MARKETS: A META‐ANALYSIS

The literature concerned with relations between ownership concentration and corporate performance in emerging markets presents conflicting theoretical predications and inconclusive empirical results. We use meta‐analytical techniques to integrate the diverse empirical findings and investigate factors contribute to the inconsistencies in the empirical evidence. Using 419 correlations collected from 42 primary studies of listed corporations in 18 emerging markets, heterogeneity tests show that only a small proportion of the variation in reported ownership concentration–performance relations can be attributed to sampling error. Our meta‐regressions reveal how population differences, researchers’ modeling choices, and inadequate treatment of endogeneity explain a large portion of the true heterogeneity. After adjusting for these effects, we find ownership concentration has negative relation with firm performance across countries. Our results emphasize the importance of model specification and methods of addressing endogeneity, and support further comparative study of the ownership concentration–corporate performance relation between countries with seemingly similar corporate governance environments.     

GAME THEORY AND PORT ECONOMICS: A SURVEY OF RECENT RESEARCH

The last decade has seen a significant upsurge of studies seeking to examine the impacts of port agents’ strategic decisions. The outcome has been a wide range of results and conclusions. The aim of this work is to provide a review of this recent research in the port industry that uses strategic interaction approaches from industrial organization and game theory. The paper concentrates on five topics: ownership, relationship between ports and their hinterlands, port authorities and port operators’ relations, capacity investment decisions, and port specialization. We present the objectives, methodologies and results of the papers reviewed, with special emphasis on how models are developed. The results are not always consistent between the works analyzed. On the one hand, this could be due to the complexity of the port industry and the high number of agents that intervene. Researchers need to simplify reality to build their models by imposing restrictive assumptions. On the other hand, results could be very sensitive to the techniques used or to the differences on the port environment of the countries of study. However, some conclusions can be extracted and they present a good starting point to develop more sophisticated models. Finally, we also propose avenues for future research.     

放松规制改革与中国企业股权结构的变迁研究——以上市发电企业为例

本文以中国发电行业"厂网分家"、"五大发电集团"成立等举措为背景,采用上市发电企业1998～2007年数据,实证检验了发电行业规制变革对发电企业股权结构的影响。结果表明,在中国上市公司大股东持股比例整体下降的制度背景下,上市发电企业在放松规制改革后股权集中度相对提高。在上市公司治理结构中,股权结构是大股东难以实现"偏好伪装"的治理特征,这一特征也势必对其他治理特征产生作用。     

Employee ownership and affective organizational commitment: employees’ perceptions of fairness and their preference for company shares over cash

Interest in profit-sharing and employee ownership is growing among both practitioners and researchers. This study examines the relationship between the preferences and perceptions of employees regarding an ongoing share ownership plan on the one hand, and the employees’ affective organizational commitment on the other. After controlling for various personal and work-environment characteristics and for size of the financial contribution it was found that preference for ownership and the perceived fairness of the employee ownership plan were significant predictors of affective commitment. These findings support the notion that employee ownership may have intrinsic motivating effects on employees by way of a mediating mechanism, whereby the effects of ownership on organizational commitment depend on how employees evaluate and perceive formal ownership plans.     

Dimensions of small business performance from the owner-manager's perspective: a re-conceptualization and empirical validation

Owner-managers make decisions and manage their firm as governed by the manner in which they conceptualize or ‘conceive’ performance for themselves and their firm, rather than being governed by researchers' and experts' conceptualizations of small business performance. On the basis of survey data obtained from 433 Canadian small businesses, this study aims at a deeper understanding of what owner-managers conceive performance to be, and to what extent this conception is determined by their objectives and social influences.     

The impacts of family involvement on R&D investment intensity in firms: Evidence from China

Drawing on the perspective of socioemotional wealth, this paper explores the types of family involvement in family firms and their impacts on R&D investment intensity. Using data from the forecasts issued by A-share family firms listed on Chinese stock markets between 2008 and 2019, the study finds that the separation of ownership and control is negatively associated with R&D investment intensity in non-high-tech firms, whereas potential gains of socioemotional wealth from R&D activities by high-tech firms produce a positive influence that offsets the negative impact of the separation of ownership and control on R&D investments. It reveals the importance of gains of socioemotional wealth. In contrast to the separation of ownership and control, family involvement in management is negatively associated with firms’ R&D investment intensity in both high-tech firms and non-high-tech firms. Our results capture the diversity of family members’ identity recognition, which leads to family members’ different evaluations of the potential gains and losses of socioemotional wealth. Overall, the distinction between high-tech family firms and other family firms is shown to be significant, as is the distinction between the impacts of different types of family involvement.

     

Psychological Ownership: How Having Control Matters

The study builds a cross‐level work process control‐based model of psychological ownership in a Chinese context. We operationalize individual‐level control as participative decision‐making and unit‐level control as the self‐managing team climate. We further theorize how the value orientation of employees to power differentials moderates the mediating effects of psychological ownership on the relationship between the two levels of control and employee outcomes. We found that the positive effects of control experiences on some outcomes are mediated by psychological ownership. Additionally, power distance moderates the mediating role of psychological ownership. Our results suggest that, in order to cultivate the positive effects of perceived control on employee contributions, managers should pay attention to employees high in power distance since these individuals are reluctant to exercise control. Training or encouraging these individuals to participate in decision making may help them cultivate the positive feelings of psychological ownership.     

An analysis of shareholder rights plans

Previous studies of shareholder rights plans (poison pills) have emphasized short-term valuation effects in the context of specific takeover attempts. This paper analyzes rights largely adopted in ‘neutral’ environments. Using a paired-case control approach, differences between rights and non-rights firms are examined. Positive long-term valuation effects are associated with restructurings, while negative performance is associated with ownership/control influences. The evidence supports a multiple signalling model in which investors use subsequent information to revise probabilities concerning control preferences of management and directors.     

Corporate Governance in Emerging Economies: A Review of the Principal–Principal Perspective

abstract    Instead of traditional principal–agent conflicts espoused in most research dealing with developed economies, principal–principal conflicts have been identified as a major concern of corporate governance in emerging economies. Principal–principal conflicts between controlling shareholders and minority shareholders result from concentrated ownership, extensive family ownership and control, business group structures, and weak legal protection of minority shareholders. Such principal–principal conflicts alter the dynamics of the corporate governance process and, in turn, require remedies different from those that deal with principal–agent conflicts. This article reviews and synthesizes recent research from strategy, finance, and economics on principal–principal conflicts with an emphasis on their institutional antecedents and organizational consequences. The resulting integration provides a foundation upon which future research can continue to build.     

The effects of ownership concentration on investment and performance in privatized firms in Russia

This paper provides new survey evidence on effects of concentrated ownership on restructuring and performance in privatized firms in Russia. The major findings are that large‐block shareholding is negatively associated with the firm's investment and performance, and this relationship does not depend on the identity of controlling shareholders. These results are consistent with the assumption that when minority shareholders' rights are not adequately protected, the entrenched controlling shareholders may be engaged in extracting ‘control premium’ before pro rata distribution of dividends. The issues raised have relevance to other transitional economies where the privatization process has been followed by an increase in ownership concentration. Copyright © 2001 John Wiley & Sons, Ltd.     

Market servicing by multinational manufacturing firms: Exporting versus foreign production

The foreign market servicing behaviour of multinational manufacturing firms evolves over time as a result of the firms' reaction to internal and external pressures. The interplay of immobile ‘location factors’ with internal ‘ownership factors’ under the control of individual enterprises exercises a powerful influence on the choice between exporting and foreign investment. Plant economies of scale encourage exporting, whilst firm level economies of scale, such as the internalization of the fruits of research, may predispose the firm towards foreign investment. Socio-political and cultural elements arising particularly from the nationality of ownership of the firm also influence market servicing strategy.     

Ownership Concentration,Institutional Development and Firm Performance in Central and Eastern Europe

This paper analyzes the relationship of ownership concentration and firm performance in the context of different institutional environments in 28 Central and Eastern European transition economies. We focus on private, non‐listed firms that have been largely neglected by the extant literature. Using the BEEPS data for the period from 2002 to 2009 we find an inverted u‐shaped relation of ownership concentration and firm performance for those firms that operate in non‐EU‐member countries as well as those firms that are situated in less developed institutional systems. We interpret these findings as evidence for a classic agency problem in the lower part of the ownership concentration distribution that is dominated by a ‘private benefits of control’ problem with rising ownership concentration. Copyright © 2015 John Wiley & Sons, Ltd.     

Ownership structure and board composition: A multi-country test of agency theory predictions

Patterns of corporate governance and control differ significantly across countries because of national differences in structures of ownership and composition of boards of directors. Based on agency theory, we examine the relationship between ownership structure and the composition of the board of directors of 390 large manufacturing firms based in Japan, Western Europe and the United States. In particular, we examine how ownership concentration, bank control and state ownership affect the percentage of outside directors on the corporate boards. The results show that, consistent with predictions of agency theory, ownership structure has significant effects on board composition.     

Employee ownership in enterprises in Africa and Asia

This paper examines wider employee share ownership in developing and newly industrializing countries with particular emphasis on Africa and Asia. The first section reviews the available evidence on the extent of wider employee share ownership. The second identifies the key issues relating to the implementation of wider employee share ownership: the objectives for employee ownership, the financing of employees' stakes, the role of trade unions, employee participation in decisions and the life-cycle of employee ownership. It is suggested that attempts to develop employee ownership face similar, but more intense, problems as in advanced industrialized nations. A wide-ranging research agenda is identified.     

ENTERPRISE REFORM AND CORPORATE GOVERNANCE IN RUSSIA: A QUANTITATIVE SURVEY

Abstract.  The objective of this paper is to verify the range and depth of the study on corporate governance in Russia through a comprehensive survey of 202 research works. With regard to the internal structure of Russian corporations, a great deal of research has been conducted in a relatively short time since the collapse of the Soviet Union by many highly motivated researchers, who have provided insightful perspectives. These achievements, however, place too much emphasis on the empirical analysis of the interrelation between ownership structure and corporate restructuring, leaving some critical themes open for further discussion. As the twenty-first century begins, a well-balanced research base should be established in this field in order to identify the reality of Russian corporations from a multifaceted perspective.     

The regulation of health and safety in Britain: from old Labour to new Labour

The Health and Safety at Work Act (HSWA 1974), passed twenty‐five years ago, has been hailed as a significant advance for organised labour and a model for modern work‐place regulation. This article argues that, contrary to conventional interpretations, the making of the Act was dominated by business interests. We suggest that the Act’s emphasis on self‐regulation and goal‐setting made it vulnerable to deregu‐latory initiatives, which are unlikely to be reversed by new Labour in the foreseeable future.