An Empirical Study on the Corporate Performance Change of Top Management Turnover

The level of corporate governance directly determines the future development direction of companies. It’s known to all that the top management turnover plays an important role in corporate governance, and it can make modern company management structure perfect. Looking through available research, we may find most of all introduce different kinds of factors and economic consequences in order to discuss the relationship between corporate performance and management turnover, there are few literatures distinguish the impact on enterprise performance between general manager turnover and board chairman turnover. This paper is based on the present theories, adopting statistical analysis and empirical method in order to compare different influence on the operation performance among various types of management replacement. In the end, empirical studies indicate that the change of top management will improve companies’ performance, but it only leads to a short wealth effect, not in a long run. At the same time, we can also draw a conclusion, that is board chairman turnover makes more sensitive influence upon the enterprise performance compared to general manager turnover, therefore we should think twice before replacing board chairman

CEO Turnover and Firm Performance in China’s Listed Firms (CRI 2009-012)

Manuscript Type: Empirical Research Question/Issue: This study investigates the relation between CEO turnover and firm performance in China’s listed firms. The study examines how the sensitivity of CEO turnover to firm performance is moderated by the private control of firms, the presence of a majority shareholder and the presence of independent directors on the board. Research Findings/Insights: Using a panel of about 1200 Chinese firms per year from 1999 to 2006 we find significant changes in the ownership and control of firms. The private control of firms and the fraction of independent directors on the board have increased considerably over time. The study finds a significant negative association between CEO turnover and firm performance consistent with the agency model. There is evidence that the CEO turnover sensitivity for poor performance is greater in firms that are privately controlled, or have a majority shareholder, or have a greater fraction of independent directors on the board. Theoretical/Academic Implications: This study provides empirical support for the agency model and the importance of internal corporate governance to attenuate agency costs. It provides important insights into firm governance in transition economies. Practitioner/Policy Implications: This study offers insights to policy makers interested in enhancing the design of internal corporate governance within transition economies

Do banks really monitor? : Evidence from CEO succession decisions

The authors are grateful to Dick Davies, Paul Draper, Robert Faff, David Hillier, Ike Mathur (the editor), Katrin Migliorati, Krishna Paudyal, our anonymous reviewer, and to seminar participants at the 2nd International Conference of the Financial Engineering and Banking Society (London) and 2013 Midwest Finance Association Annual Meeting (Chicago) for helpful comments on earlier versions of this work. We also thank Martin Kemmitt for helpful research assistance on this project. All errors remain our own.Peer reviewedPostprin

Strategic or Status quo-Preserving Business Exit: (How) Do CEO Turnover and Succession Matter?

Business exit has implications for a firm’s corporate strategy. Two types of exit events are distinguished: those that involve strategic change and those that are status quo-preserving. This study investigates the impact of CEO turnover and succession on strategic versus status quo-preserving business exits. Based on a sample of CEO turnover and succession events and subsequent business exits of German corporations from different industries, our results suggest that neither voluntary nor involuntary CEO turnover is relevant to business exit. In contrast, outsider succession significantly affects the likelihood of strategic business exit, while a corporation’s performance does not moderate this relationship

Bank institutional setting and risk-taking: The missing role of directors’ education and turnover

Purpose: This paper aims to analyze the relationship between bank institutional setting and risk-taking by exploring whether board education and turnover are drivers of the risk propensity of cooperative banks compared to jointstock banks. Design/methodology/approach: Based on a comprehensive dataset of Italian banks over the 2011-2017 period, we examine whether these board characteristics affect the risk propensity of cooperative and joint-stock banks. Bank risk is measured by the Zindex, profit volatility and the ratio of non-performing loans to total gross loans. Findings: The findings show that cooperatives take less risk than joint-stock banks and have lower board turnover and education. Furthermore, we find that while board education mediates the relationship between the cooperative model and bank risk-taking, we do not find evidence of board turnover. Thus, the lower educational level of cooperative directors contributes to explaining the lower risk-taking of cooperative banks. Implications: The findings have several implications. In terms of the more general policy debate, our results point to the need to strengthen the governance model for both joint-stock and cooperative banks while supporting the view that a more ad hoc perspective on the best models and practices for each type of institutional setting would be preferable. In particular, the study reveals how board education’s effects on bank risk-taking should be carefully monitored. Originality/value: Through a mediation framework, this study provides empirical evidence on the relationship between bankinstitutional setting (by distinguishing between cooperative and joint-stock banks) and risk-taking behavior by exploring the underlying mechanisms at the board level, which is novel in the literature

Managing Diversity and Glass Ceiling Initiatives as National Economic Imperatives

Glass Ceiling ReportGlassCeilingBackground5ManagingDiversity.pdf: 11584 downloads, before Oct. 1, 2020

Firm performance and managerial turnover: the case of Ukraine

The paper studies whether and how CEO turnover in Ukrainian firms is related to their performance. Based on a novel dataset covering Ukrainian joint stock companies in 2002-2006, the paper finds statistically significant negative association between the past performance of firms measured by return on sales and return on assets, and the likelihood of managerial turnover. While the strength of the turnover-performance relationship does not seem to depend on factors such as managerial ownership and supervisory board size, we do find significant entrenchments effects associated with ownership by managers. Overall, our analysis suggests that corporate governance in Ukraine operates with a certain degree of efficiency, despite the well-known lacunas in the country’s institutional environment

Business exit and strategic change: Sticking to the knitting or striking a new path?

The purpose of this study is to examine the potential of business exit for initiating strategic change in divesting parent firms. In contrast to prior literature that mainly investigates the impact of different antecedents on the likelihood of business exit in general, this study additionally tests the influence of these antecedents on the choice between two exit types with a cross‐industry sample of divesting firms listed in the German CDAX over the time period 1999–2004. A divestiture involving strategic change is a strategic business exit; otherwise it is denoted as status quo preserving. The findings reveal that a relatively highly dissipated focus does not automatically enhance the likelihood of business exit in general and status‐quo‐preserving business exit in particular. CEO turnover and pressures exerted by institutional investors predict neither strategic nor status‐quo‐preserving business exit. Low firm performance does not nurture the likelihood of business exit per se but especially promotes status‐quo‐preserving business exit

Business exit and strategic change: Sticking to the knitting or striking a new strategic path?

The purpose of this study is to examine the potential of business exit for initiating strategic change in divesting parent firms. In contrast to prior literature that mainly investigates the impact of different antecedents on the likelihood of business exit in general, this study additionally tests the influence of these antecedents on the choice between two exit types with a cross-industry sample of divesting firms listed in the German CDAX over the time period 1999-2004. A divestiture involving strategic change is a strategic business exit; otherwise it is denoted as status quo-preserving. The findings reveal that a relatively highly dissipated focus does not automatically enhance the likelihood of business exit in general and status quo-preserving business exit in particular. CEO turnover and pressures exerted by institutional investors predict neither strategic nor status quo-preserving business exit. Low firm performance does not nurture the likelihood of business exit per se but especially promotes status quo-preserving business exit

Stock Market Reaction To Chief Marketing Officer Appointment Announcements

This paper investigates the stock price performance of 166 firms appointing a new Chief Marketing Officer (CMO) between 1999 and 2005. Following event study methodology, the results reveal that abnormal stock returns around the appointment day are greater for firms appointing a CMO with prior marketing executive experience, in firms where the new CMO explains the intended future marketing strategy on the appointment announcement day, whereas it is lower in firms operating in higher growth, high technology industries with higher product differentiation. Announcement-induced returns are also greater for firms that experienced poor stock price performance in the year leading to the appointment. Taken together, the results suggest that the market’s assessment of a change in marketing leadership should not be viewed as being uniformly beneficial, but should be assessed against the profile of the appointee and the appointing firm