The Performance Implications of Ownership Driven Governance Reform

• Main Authors: YOSHIKAWA, Toru, PHAN, Phillip H.
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2003
• Subjects: Corporate governance; Stakeholder governance; Agency theory; Board of directors; Ownership structure; Business Law, Public Responsibility, and Ethics; Corporate Finance; Entrepreneurial and Small Business Operations
• Online Access: https://ink.library.smu.edu.sg/lkcsb_research/2289; https://ink.library.smu.edu.sg/context/lkcsb_research/article/3288/viewcontent/Ownership_driven_goverance_av.pdf
• Institution: Singapore Management University

This paper explores the performance impact of recent changes in foreign shareholdings and boardroom reforms in Japan. Empirical research on the impact of reform on the Japanese corporate governance system could provide useful lessons for their European counterparts who are themselves facing similar pressures to reform. We found that although participation of outside directors in strategic decision-making was associated with positive stock returns, the increase in the ratio of outside directors, the separation of the board members and executive officers, and the reduction of board size were not related to firm performance.