Board structure as a corporate governance mechanism: evidence from China's real estate stock companies
Ke, Qiulin, Chen, Jian and Isaac, David (2006) Board structure as a corporate governance mechanism: evidence from China's real estate stock companies. In: Globalization, Competition and Growth in China. Routledge Studies on the Chinese Economy . Routledge, pp. 15-40. ISBN 978-0-415-35197-3 (hardback), 978-0-203-69869-3 (e-book)Full text not available from this repository.
The monitoring role of corporate boards in public corporations has become a central issue in both the financial and academic press. Berle and Mean's (1932) seminal work suggested that managers did not have sufficient equity in the firms they managed to give them the incentive to turn their full attention to profit maximization. As a result, managers may persue self-interested initiatives at the expense of the share-holders. One monitoring mechanism that may temper that tendancy is the oversight of the board of directors: this oversight, or control, function of a board is often described as the most critical of directors' roles (Farna, 1980; Mizruchi, 1983; Zahra nad pearce, 1989).
|Item Type:||Conference Proceedings|
|Title of Proceedings:||Globalization, Competition and Growth in China|
|Additional Information:|| Paper appears in Part 1: Financial Sector Reforms  This book contains selected papers presented to the 14th and 15th annual conferences of the CEA (UK).  Paper presented at 15th annual conference of the Chinese Economic Association: new age of the Chinese economy: the workshop of the world?, Middlesex University Business School.|
|Uncontrolled Keywords:||real estate companies, governance, China|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management|
H Social Sciences > HF Commerce
|School / Department / Research Groups:||School of Architecture, Design & Construction|
School of Architecture, Design & Construction > Sustainable Environments Research Group
|Last Modified:||10 Jul 2012 15:21|
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