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Separation of Ownership and Control
0 references·16 citing·50 second hopsampled
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  • 1999Cooperative or Controlling? The Effects of CEO-Board Relations and the Content of Interlocks on the Formation of Joint Ventures570 cited
  • 2003CEO Incentives and Corporate Social Performance439 cited
  • 2004Crossing the Threshold from Founder Management to Professional Management: A Governance Perspective436 cited
  • 2013Distracted Directors: Does Board Busyness Hurt Shareholder Value?374 cited
  • 2007Flattery Will Get You Everywhere (Especially If You Are A Male Caucasian): How Ingratiation, Boardroom Behavior, And Demographic Minority Status Affect Additional Board Appointments at U.S. Companies357 cited
  • 2006The Other Pathway to the Boardroom: Interpersonal Influence Behavior as a Substitute for Elite Credentials and Majority Status in Obtaining Board Appointments343 cited
  • 2017Do Social Ties between External Auditors and Audit Committee Members Affect Audit Quality?341 cited
  • 2008Government Control of Privatized Firms317 cited
  • 2001Second-Order Imitation: Uncovering Latent Effects of Board Network Ties316 cited
  • 2009Fair value accounting and gains from asset securitizations: A convenient earnings management tool with compensation side-benefits315 cited
  • 2002OWNERSHIP STRUCTURE AND FIRM PROFITABILITY IN JAPAN.304 cited
  • 2007The Moderating Effect of CEO Power on the Board Composition–Firm Performance Relationship*297 cited
  • 2006

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CEO turnover, firm performance, and enterprise reform in China: Evidence from micro data
293 cited
  • 2006Effects of large shareholding on information asymmetry and stock liquidity289 cited
  • 2008Ineffective corporate governance: Director busyness and board committee memberships285 cited
  • 2014Outside directors and board advising and monitoring performance283 cited