Leave some breathing room for optimal value creation in Asian family-owned firms
Corporate governance, via the active monitoring of a company’s management by its board of directors, is an accepted practice. For publicly-listed companies controlled by families, the general perception is independent directors should actively take up the mantle of watching out for the interests and...
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| Format: | text |
| Language: | English |
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Institutional Knowledge at Singapore Management University
2009
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| Online Access: | https://ink.library.smu.edu.sg/ksmu/61 https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=1060&context=ksmu |
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| Institution: | Singapore Management University |
| Language: | English |
| Summary: | Corporate governance, via the active monitoring of a company’s management by its board of directors, is an accepted practice. For publicly-listed companies controlled by families, the general perception is independent directors should actively take up the mantle of watching out for the interests and rights of minority shareholders. But, is there a possibility whereby over-zealous monitoring might crimp the growth of these family-run companies, thus, doing more harm than good? According to a new study: Yes, it does! |
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