Do Japanese CEOs Matter?

In a country where individualism is not valued, we ask whether the CEO (shacho) of a Japanese corporation affects corporate behavior. To answer this question, we construct a shacho-firm matched panel data set in the period 1990 through 2002 of all listed 1,419 Japanese manufacturing firms and their 3,520 shachos. We utilize three distinct empirical methodologies to detect a shacho effect. First, we attempt to separate a firm-fixed effect from a shacho-fixed effect. We are unable to disentangle a shacho-fixed effect. Second, we examine whether the year of or the year after a shacho change was a turning point in the firm's 1990 to 2002 history of performance and policies. Our answer is generally no, even when the shacho change is non-routine. Third, we employ a classic event study to check whether the market thinks a shacho change is value-relevant. We do find a significant positive price response on the day a shacho change is announced, especially when the shacho change is non-routine. We are thus left to conclude that shachos do not matter in the Japanese corporation in this decade of a stagnant economy, though the market remains optimistic.

Effect of Entry into Socially Responsible Investment Index on Cost of Equity and Firm Value

The purpose of this study was to identify the effect of a company’s incorporation into the Socially Responsible Investment (SRI) index on its cost of equity (COE) and corporate value. The study collected and analyzed data about the four-year long changes of the component stocks of the Korea Exchange (KRX) SRI index from September 2010 to September 2013 to verify the correlation between the incorporation of the SRI index and the cost of equity or corporate value by using the Price-Earnings Growth (PEG), Modified PEG (MPEG) and Gode and Mohanram (GM) models for estimation of the implied costs of equity capital, as well as Tobin’s Q ratio. The analysis results failed to show any significant relation between the incorporation of the SRI index and the cost of equity capital. Also, no statistically significant correlation between the incorporation of the SRI index and corporate value was observed. However, at an early phase of introduction of the SRI index, the included companies revealed a negative correlation with the cost of equity. However, after changing the listed stocks, they showed a positive correlation with the cost of equity capital. All in all, this can be ascribed to a mixed presence of optimistic and pessimistic investors about CSR activities, or there is a possibility that the KRX SRI index might not correctly reflect the CSR activities of companies

Do Japanese CEOs matter?

In a country where individualism is emphasized less than in Western countries, we ask whether the CEO (shacho) of a Japanese corporation positively affects firm performance. To answer this question, we construct a shacho-firm matched panel data set in the period 1990 through 2002 of all listed 1419 Japanese manufacturing firms and their 3520 shachos. Though we find a positive abnormal stock return on the date a shacho change is announced, especially when the shacho change is non-routine, we document that this effect is short-lived. There seems to be no long-run positive change in performance or policies after a shacho change, even when the shacho change is non-routine. Finally, in trying to explain firm performance or policies, we attempt to separate a firm-fixed effect from a shacho-fixed effect, and are unable to disentangle a shacho-fixed effect. We are thus left to conclude that shachos do not positively matter in the Japanese corporation in this decade of a stagnant economy. © 2009 Elsevier B.V. All rights reserved

Do Japanese CEOs Matter?

First version: June 2004In a country where individualism is not valued, we ask whether the CEO (shacho) of a Japanese corporation affects corporate behavior. To answer this question, we construct a shacho-firm matched panel data set in the period 1990 through 2002 of all listed 1,419 Japanese manufacturing firms and their 3,520 shachos. We utilize three distinct empirical methodologies to detect a shacho effect. First, we attempt to separate a firm-fixed effect from a shacho-fixed effect. We are unable to disentangle a shacho-fixed effect. Second, we examine whether the year of or the year after a shacho change was a turning point in the firm's 1990 to 2002 history of performance and policies. Our answer is generally no, even when the shacho change is non-routine. Third, we employ a classic event study to check whether the market thinks a shacho change is value-relevant. We do find a significant positive price response on the day a shacho change is announced, especially when the shacho change is non-routine. We are thus left to conclude that shachos do not matter in the Japanese corporation in this decade of a stagnant economy, though the market remains optimistic.37 p

Do Japanese CEOs matter?

In a country where individualism is emphasized less than in Western countries, we ask whether the CEO (shacho) of a Japanese corporation positively affects firm performance. To answer this question, we construct a shacho-firm matched panel data set in the period 1990 through 2002 of all listed 1419 Japanese manufacturing firms and their 3520 shachos. Though we find a positive abnormal stock return on the date a shacho change is announced, especially when the shacho change is non-routine, we document that this effect is short-lived. There seems to be no long-run positive change in performance or policies after a shacho change, even when the shacho change is non-routine. Finally, in trying to explain firm performance or policies, we attempt to separate a firm-fixed effect from a shacho-fixed effect, and are unable to disentangle a shacho-fixed effect. We are thus left to conclude that shachos do not positively matter in the Japanese corporation in this decade of a stagnant economy.Corporate governance CEO turnover Japanese firms

First Born CEOs and Credit Ratings

Our study examines whether CEOs’ birth order can predict firms’ credit ratings. Consistent with studies that document a positive relationship in the general population between being firstborn and being conservative, our study finds that firms managed by firstborn CEOs tend to have higher credit ratings than those managed by later-born CEOs. Our results are robust to controlling for additional personal CEO traits, such as political identity, and to using a propensity score matching sample. A change analysis supports the causality of the firstborn effect. We suggest that return on assets and free cash flow are possible channels through which firstborn status affects credit ratings. Cross-sectional analyses show that the positive association is less (more) pronounced for firstborn CEOs who have a pilot license (run firms in less competitive industries). These results suggest that managerial conservatism may be an important factor in credit rating agencies’ credit risk assessments