Academy of Management

Corporate Governance

Corporate Governance

Submitted by: Mark Fox,
Last Updated: 14 August 1995

Alexander, M. and Murray, G. (1992) Interlocking directorships in the top 250 Australian companies: comment on Carroll, Stening and Stening. Company and Securities Law Journal, 10, 6, pp.385-395.

Alexander, M., Murray, G. and Houghton, J. (1994) Business power in Australia: the concentration of company directorship holding among the top 250 corporates. Australian Journal of Political Science, 29, 1, pp.40-61.

Altman, E.I. (1983) Corporate financial distress: a complete guide to predicting, avoiding, and dealing with bankruptcy. New York: John Wiley & Sons.

Amihud, Y. and Lev, B. (1981) Risk reduction as a managerial motive for conglomerate mergers. Bell Journal of Economics, 12, 2, pp.605-617.

Anderson, C.A. and Anthony, R.N. (1986) The new corporate directors. New York: John Wiley & Sons.

Anderson, C.A. (1984) Corporate directors in Japan. Harvard Business Review, 62, 3, pp.30-38.

Argenti, J. (1986a) Predicting corporate failure. Accountancy, 97, February, pp.157-158.

Argenti, J. (1986b) Spot danger signs before it's too late. Accountancy, 97, July, pp.101-102.

Argenti, J. (1976) Corporate collapse: the causes and symptoms. London: McGraw Hill.

Barnhart, S.W., Marr, M.W. and Rosenstein, S. (1994) Firm performance and board composition: some new evidence. Managerial and Decision Economics, 15, 4, pp.329-340.

Bathala, C.T. and Rao, R.P. (1995) The determinants of board composition: an agency theory perspective. Managerial and Decision Economics, 16, 1, pp.59-69.

Baysinger, B.D. and Butler, H.N. (1985) Corporate governance and the board of directors: performance effects of changes in board composition. Journal of Law, Economics and Organization, 1, 1, pp.101-124.

Baysinger, B.D., Kosnik, R.D. and Turk, T.A. (1991) Effects of board and ownership structure on corporate R&D strategy. Academy of Management Journal, 34, 1, pp.205-214.

Berg, S.V. and Smith, K. (1978) CEO and board chairman: a quantitative study of dual vs unitary board leadership. Directors and Boards, 3, 1, pp.34-39.

Berglof, E. and Perotti, E. (1994) The governance structure of the Japanese financial Keiretsu. Journal of Financial Economics, 36, 2, pp.259-284.

Berle, A.A. and Means, G.C. (1933) The modern corporation and private property. New York: MacMillan.

Bhagat, S., Shleifer, A. and Vishny, R.W. (1990) Hostile takeovers in the 1980s: the return to corporate specialization. Brookings Papers on Economic Activity: Microeconomics, pp.1-84.

Black, B. (1992) The value of institutional investor monitoring: the empirical evidence. UCLA Law Review, 39, 4, pp.895-939.

Boeker, W. (1992) Power and managerial dismissal: scapegoating at the top. Administrative Science Quarterly, 37, 3, pp.400-421.

Boeker, W. (1989) Strategic change: the effects of founding and history. Academy of Management Journal, 32, 3, pp.489-515.

Boeker, W. and Goodstein, J. (1991) Organizational performance and adaption: effects of environment and performance on changes in board composition. Academy of Management Journal, 34, 4, pp.805-826.

Borch, O.J. and Huse, M. (1993) Informal strategic networks and the board of directors. Entrepreneurship: Theory and Practice, 18, 1, pp.23-36.

Bothwell, J.L. (1980) Profitability, risk and the separation of ownership from control. Journal of Industrial Economics, 28, 3, pp.303-311.

Boyd, B.K., Carroll, W.O. and Howard, M. (1996) International governance research: a review and agenda for future research. Advances in International Comparative Management, 11, forthcoming.

Boyd, B.K. (1995) CEO duality and firm performance: a contingency model. Strategic Management Journal, 16, 4, pp.301-312.

Boyd, B.K. (1994) Board control and CEO compensation. Strategic Management Journal, 15, 5, pp.335-344.

Boyd, B.K. (1990) Corporate linkages and organizational environment: a test of the resource dependence model. Strategic Management Journal, 11, 6, pp.419-430.

Bradshaw, P., Murray, V. and Wolpin, J. (1992) Do nonprofit boards make a difference? an exploration of the relationships among board structure, processes, and effectiveness. Nonprofit and Voluntary Sector, 21, 3, pp.227-249.

Brickley, J.A., Coles, J.L. and Terry, R.L. (1994) Outside directors and the adoption of poison pills. Journal of Financial Economics, 35, 3, pp.371-390.

Brinkley, J.A. and James, C.M. (1987) The takeover market, corporate board composition, and ownership structure: the case of banking. Journal of Law and Economics, 30, 1, pp.161-180.

Cannella, A.A. and Lubatkin, M. (1993) Succession as a sociopolitical process: internal impediments to outsider selection. Academy of Management Journal, 36, 4, pp.763-793.

Carroll, G.R. (1984) Dynamics of publisher succession in newspaper organizations. Administrative Science Quarterly, 29, 1, pp.93-113.

Carroll, R. (1990) Trade practices implications of director interlocks. Australian Business Law Review, 18, 6, pp.395-400.

Carroll, R., Stening, B. and Stening, K. (1990) Interlocking directorships and the law in Australia. Company and Securities Law Journal, 8, 5, pp.290-302.

Chaganti, R.S., Mahajan, V. and Sharma, S. (1985) Corporate board size, composition and corporate failures in the retailing industry. Journal of Management Studies, 22, 4, pp.400-417.

Chandler, R.F. (1982) The control and accountability of New Zealand's public corporations. New Zealand Journal of Business, 4, pp.1-19.

Chandler, R.F. and Henshall, B.D. (1982) Corporate directorship practices in New Zealand public companies, Working Paper No. 8, The Department of Management Studies, University of Auckland.

Chitayat, G. (1980) The organization and effectiveness of boards of directors. Journal of General Management, 6, 2, pp.42-52.

Christie, M. (1992) The directors fiduciary duty not to compete. Modern Law Review, 55, 4, pp.506-520.

Cochran, P.L., Wood, R.A. and Jones, T.B. (1985) The composition of boards of directors and incidence of golden parachutes. Academy of Management Journal, 28, 3, pp.664-671.

Cook, R.S. and Brown, N.W. (1990) Most effective and least effective boards of nonprofit human servie agencies. Group and Organization Studies, 15, 4, pp.431-447.

Daily, C.M. and Dalton, D.R. (1994a) Corporate governance and the bankrupt firm: an empirical assessment. Strategic Management Journal, 15, 8, pp.643-654.

Daily, C.M. and Dalton, D.R. (1994b) Bankruptcy and corporate governance: the impact of board composition and structure. Academy of Management Journal, 37, 6, pp.1603-1617.

Daily, C.M. and Dalton, D.R. (1993) Board of directors leadership and structure: control and performance implications. Entrepreneruship: Theory and Practice, 17, 3, pp.65-81.

Daily, C.M. and Dalton, D.R. (1992) The relationship between governance structure and coporate performance in entrepreneurial firms. Entrepreneurship: Theory and Practice, 7, 5, pp.375-386.

Dalton, D.R. and Kesner, I.F. (1983) Inside/outside succession and organizational size: the pragmatics of executivereplacement. Academy of Management Journal, 26, 4, pp.736-742.

Dalton, D.R. and Kesner, I.F. (1985) Organizational performance as an antecedent of inside/outside chief executive succession: an empirical assessment. Academy of Management Review, 28, 4, pp.749-762.

Dalton, D.R. and Kesner, I.F. (1987) Composition and CEO duality in boards of directors: an international perspective. Journal of International Business Studies, 18, 3, pp.33-42.

Dalton, D.R. and Kesner, I.F. (1988) On the dynamics of corporate size and illegal activity: an empirical assessment. Journal of Business Ethics, 7, 11, pp.861-870.

Dalton, D.R., Kesner, I.F. and Rechner, P.L. (1988) Corporate governance and boards of directors: an international comparative perspective. Advances in International Comparative Management, 3, pp.95-105.

Donaldson, L. and Davis, J.H. (1991) Stewardship theory or agency theory: CEO governance and shareholder returns. Australian Journal of Management, 16, 1, pp.49-64.

Dooley, P.C. (1969) The interlocking directorate. American Economic Review, 59, 3, pp.314-323.

Estes, R.M. (1980) Corporate governance in the courts. Harvard Business Review, 58, 4, pp.5-54.

Firth, M. (1992) Control-type and the financial structure and performance of New Zealand firms. New Zealand Economic Papers, 26, 1, pp.1-26.

Firth, M. (1987) Multiple directorships and corporate interlocks in New Zealand. Australian and New Zealand Journal of Sociology, 23, 2, pp.274-281.

Flath, D. (1994) Keiretsu shareholding ties: antitrust issues. Contemporary Economic Policy, 12, 1, pp.24-36.

Fogelberg, G. (1980) Ownership and control in 43 of New Zealand's largest companies. New Zealand Journal of Business, 2, pp.54-78.

Fogelberg, G. (1963) Ownership and control of public companies in New Zealand, Unpublished Master's dissertation, Victoria University of Wellington.

Fogelberg, G. and Laurent, C.R. (1973) Interlocking directorates: a study of large companies in New Zealand, Journal of Business Policy, 3, 2, pp.16-21.

Fogelberg, G. and Laurent, C.R. (1974) Boards of directors in New Zealand companies. Research Paper, No.1, Dept. of Business Administration, Victoria University, Wellington.

Ford, R.H. (1988) Outside directors and the privately owned firm: are they necessary? Entrepreneurship: Theory and Practice, 13, 1, pp.49-57.

Fox, M.A., Roy, M.R. and Walker, G.R. (1995) Corporate control of New Zealand publicly listed companies, 1962 to 1993. Company and Securities Law Journal, 13, 1, pp.73-75.

Fox, M.A. and Hamilton, R.T. (1994) Ownership and diversification: agency theory or stewardship theory. Journal of Management Studies, 31, 1, pp.69-82.

Fox, M.A. and Roy, M.R. (1994) Corporate control and foreign ownership of New Zealand public listed companies. New Zealand Strategic Management, 1, 2, pp.24-31.

Roy, M.R., Fox, M.A. and Hamilton, R.T. (1994) Board size and potential corporate and director interlocks in Australasia 1984-1993. Australian Journal of Management, 19, 2, pp.201-217.

Fox, M.A. and Walker, G.R. (1994) Ownership structure of New Zealand stock Exchange Top 40 companies. Company and Securities Law Journal, 12, 8, pp.529-530.

Fox, M.A. and Walker, G.R. (1994) Institutional investment in New Zealand publicly listed companies. Company and Securities Law Journal, 12, 7, pp.467-469.

Fox, M.A., Roy, M.R. and Walker, G.R. (1994) Interlocking directorships in New Zealand publicly listed companies. Company and Securities Law Journal, 12, 5, pp. 331-335.

Gales, L.M. and Kesner, I.F. (1994) An analysis of board of director size and composition in bankrupt organizations. Journal of Business Research, 30, 3, pp. 271-282.

Gerlach, M.L. (1992) The Japanese corporate network: a blockmodel analysis. Administrative Science Quarterly, 37, 1, pp.105-139.

Gilson, S.C. (1990) Bankruptcy, boards, banks, and blockholders. Journal of Financial Economics, 27, 2, pp.355-387.

Glasberg, D.S. and Schwartz, M. (1983) Ownership and control of corporations. Annual Review of Sociology, 9, pp.311-332.

Gomez-Mejia, L.R., Tosi, H. and Hinkin, T. (1987) Managerial control, performance and executive compensation. Academy of Management Journal, 30, 1, pp.51-70.

Goodstein, J. and Boeker, W. (1991) Turbulence at the top: a new perspective on governance structure changes and strategic change. Academy of Management Journal, 34, 2, pp.306-330.

Goodstein, J., Gautam, J. and Boeker, W. (1994) The effects of board size and diverstiy on strategic change. Strategic Management Journal, 15, 3, pp.241-250.

Hall, C. (1983) Interlocking directorships in Australia: The significance for competition policy. Australian Quarterly, 55, 1, pp.42-53.

Hambrick, D.C. and D'Aveni, R.A. (1992) Top team deterioration as part of the downward spiral of large corporte bankruptcies. Management Science, 38, 10, pp.1445-1466.

Hambrick, D.C. and D'Aveni, R.A. (1988) Large corporate failures as downward spirals. Administrative Science Quarterly, 33, 1, pp.1-23.

Hermalin, B.E. and Weisbach, M.S. (1988) The determinants of board composition. RAND Journal of Economics, 19, 4, pp.589-606.

Hill, J. and Ramsay, I.M. (1994) Institutional investment in Australia: theory and evidence. In Walker, G. and Fisse, B., Securities regulation in Australia and New Zealand. Auckland: Oxford University Press, pp. 289-312.

Hiner, O.S. (1967) The Size of Company Boards. Management International Review, 4, 5, pp.69-81.

Hunt, H.G. (1986) The separation of corporate ownership and control: theory, evidence, and implications. Journal of Accounting Literature, 5, pp.85-124.

Huse, M. (1993) Relational norms as a supplement to neo-classical understanding of directorates: an empirical study of boards of directors. Journal of Socio-Economics, 22, 3, pp.219-240.

Johnson, R.A., Hoskisson, R.E. and Hitt, M.A. (1993) Board of director involvement in restructuring: the effects of board versus managerial controls and characteristics. Strategic Management Journal, 14, Summer, pp.33-50.

Judge, W.Q. and Zeithaml, C.P. (1992) Institutional and strategic choice perspectives on board involvment in the strategic decision process. Academy of Management Journal, 35, 4, pp.766-794.

Judge, W.Q. (1994) Correlates of organizational effectiveness: a multilevel analysis of a multidimensional outcome. Journal of Business Ethics, 13, 1, pp.1-10.

Kaplan, S.N. and Minton, B.A. (1994) Appointments of outsiders to Japanese boards: determinants and implications for managers. Journal of Financial Economics, 36, 2, pp.225-258.

Kaplan, S.N. and Reishus, D. (1990) Outside directorships and corporate performance. Journal of Financial Economics, 27, 2, pp.389-410.

Kesner, I.F. (1987) Directors' stock ownership and organizational performance: an investigation of Fortune 500 companies. Journal of Management, 13, 3, pp.499-507.

Kesner, I.F. and Dalton, D.R. (1985) The effect of board composition on CEO succession and organizational performance. Quarterly Journal of Business and Economics, 42, pp.3-20.

Kesner, I.F. and Dalton, D.R. (1986) Boards of directors and the checks and (im)balances of corporate governance. Business Horizons, 29, 5, pp.17-23.

Kesner, I.F. and Johnson, B. (1990) An investigation of the relationship between board composition and stockholder suits. Strategic Management Journal, 11, 4, pp.327-336.

Kesner, I.F., Victor, B. and Lamont, B.T. (1986) Board composition and the commission of illegal acts: an investigation of Fortune 500 companies. Academy of Management Journal, 29, 4, pp.789-799.

Kiel, G. and Blennerhasett (1984) The board of directors in large Australian companies. Management Decision, 22, 1, pp.4-44.

Kovner, A.R. (1985) Improving the effectiveness of hospital governing boards. Frontiers of Health Services Management, 2, 1, pp.4-33.

Laurent, C.R. (1971) Interlocking directorates in New Zealand, Unpublished thesis, Department of Accountancy, Victoria University of Wellington.

Leighton, D.S.R. and Thain, D.H. (1993) Selecting new directors. Business Quarterly, 57, 4, pp.17-25.

Lee, C.I., Rosenstein, S., Rangan, N. and Davidson, W.N. (1992) Board composition and shareholder wealth: the case of management buyouts. Financial Management, 21, 1, pp.58-72.

Li, J. (1994) Ownership structure and board composition: a multi-country test of agency theory predictions. Managerial and Decision Economics, 15, 4, pp.359-368.

LoPucki, L.M. and Whitford, W.C. (1993) Corporate governance in the bankruptcy reorganization of large, publicly held companies. University of Pennsylvania Law Review, 141, 3, pp.669-800.

Mallette, P. and Fowler, K.L. (1992) Effects of board composition and stock ownership on the adoption of "poison pills". Academy of Management Journal, 35, 5, pp.1010-1035.

McEwin, R.I. (1992) Public versus shareholder control of directors. Company and Securities Law Journal, 10, 3, pp.182-204.

McManus, J. (1994) Is company law stifling directors or steering them in the right direction? The Independent, 25 February, pp.26-27.

Mizruchi, M.S., and Schwartz, M. (eds.) (1987) Intercorporate relations: the structural analysis of business. New York: Cambridge University Press.

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Pearce, J.A. and Zahra, S.A. (1992) Board composition from a strategic contingency perspective. Journal of Management Studies, 29, 4, pp.411-438.

Pearce, J.A. and Zahra, S.A. (1992) Board compostition from a strategic contingency perspective. Journal of Management Studies, 29, 4, pp.411-438.

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Rechner, P.L. and Dalton, D.R. (1989) The impact of CEO as board chairperson on corporate performance: evidence vs. rhetoric. Academy of Management Executive, 3, 2, pp.141-143.

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