Effect of Corporate Governance on Financial Performance

There are three internal and one external governance mechanisms used for owners to govern managers to ensure they comply with their responsibility to satisfy stakeholders and shareholder’s needs. First, ownership concentration is stated as the number of large-block shareholders and the total percentage of the shares they own (Hitt, Ireland, Hoskisson, 2017, p. 317). Second, the board of directors which are elected by the shareholders. Their primary duty is to act in the owner’s best interest and to monitor and control the businesses top-level managers (Hitt, Ireland, Hoskisson, 2017, p. 319). Third, is the

Kluyver, C. (2013). A primer on corporate governance (2nd ed.). New York, NY: Business Expert Press.

Corporate governance is based largely on trust – the trust, by the stakeholders, that revenues will be fairly shared, and that those directly involved in running the company are running it in an aboveboard, honest, and open manner, and that they represent the best

I have written this leadership philosophy in order to create an environment of mutual respect, open communication and section cohesiveness. My philosophy centers on three simple values: sense of duty, integrity and respect. I believe these values provide the foundation for the positive atmosphere we all deserve.

Although there is a substantial amount of research available regarding executive compensation, the nature of this research is inconclusive. This can be

In conclusion, our values are a big part of who we are but does not define us as a whole. Managers have a responsibility

Every manager must have a set of principles, values, and core beliefs that he must follow. These principles, values, and beliefs make up his philosophy of management. Webster defines philosophy as “the most basic beliefs, concepts, and attitudes of an individual or group.” (Webster) I will be discussing the principles, values, and beliefs I as a manager will have to do my job efficiently. I will also discuss the different biblical beliefs that support my management style.

In recent years the issue of corporate governance has become a keenly debated topic in international finance. In developed countries, some of the biggest corporate collapses in history have brought about a change in focus. No longer are governments and lawmakers trying to deregulate and reduce the controls and disclosure requirements of corporations. The deregulation boom has ended, as regulation comes back into the picture.

1. This article focuses on the Gompers, Ishii, and Metrick (GIM, 2003) study which found that strong shareholder rights lead to higher stock price returns and thus value. This is a great indicator that good governance has a direct effect on the performance of the firm. The article finds that corporate governance has a positive impact on the firm / management / shareholders. However good governance is not always the correct metric of evaluation for firms and boards. The primary finding of the article is from an economic analysis defending the relation between corporate governance and performance. This article examines the relationships among corporate governance / corporate performance / capital structure / and corporate ownership structure. Many of the past studies have taken into consideration only one measure of governance, while this study focused on seven different governance measures. The article also looks at the performance of a firm and the relationship it has with management turnover or disciplinary actions required.

(This research has been grounded in agency theory, which seeks to solve what is known as the agency problem: that company owners and agents who work for them (management), don’t have the same economic interests, so the solution is to use incentives to align management’s interests with those of shareholders)

In general, the corporations work towards meeting the end goal of adding value to its shareholders and/or stakeholders, but the way this ‘value is added and who is given priority while adding this value’ depends on the ‘perspectives’ (session1 slides) corporations choose to fulfill the objective of the given corporation. Corporation structures involve executive management, board of directors and its internal and external stakeholders. The executive management are at the helm of running the company, executing strategy and managing company operations, while corporate boards are supposed to keep an ‘careful watch’ and guide executive management activity. Boards are primarily performing ‘advisory and monitoring’ functions i) by acting independently in the interest of the corporation ii) guide management by taking ‘un-biased’ stand and at times taking opposing viewpoint than the company’s management iii) select, evaluate, and compensate Chief Executive Officer(CEO) and executive management oversee succession planning(session1)iv) review and monitor company performance while minimizing company costs v) risk identification, risk mitigation and risk avoidance guidance, governance and vi) guidance to CEO and senior management around strategic and operational direction of the organization.

Corporate governance includes all the rules, regulations, procedures and practices that guide a company in achieving their objective. Corporate Governance(CG) creates a support platform for a company’s stakeholders; the owners, the board, employees, the community and the regulators. Corporate governance policies are instituted to protect the interest of stakeholders through monitoring and controlling all management practices. Questions arise regarding the need to regulate corporate governance; if it is widely believed that good corporate governance leads to better financial performance, then firms would not need to be reminded to adopt these practices, however various recent company failures have revealed that good corporate governance practices are still lacking in many firms. The global financial crisis coupled with the fall of Enron, WorldCom and more recently the Volkswagen AG scandal in 2015 has led to high investor and society expectations regarding CG of companies.

FI’s with large shareholdings are better apt at influencing the performance of investee firms in their portfolios by being a quasi insider and creating knowledge advantage using private information gained through regular meetings (Holland, 1999). Through cooperative means FI’s are able to probe, monitor and direct the corporate strategies, management and financial performance without direct intervention. Private and informal influencing is favored to public interventions as it may affect reputation of all parties involved.

Corporate Governance is a set of rules enforced in a company to have control and be led in a certain direction. Corporate Governance balances interests of stakeholders, and the corporation’s objectives. Corporate Governance aims to manage “action plans and internal controls” to measure a company’s “performance and corporate disclosure.” Corporate Governance is important to every American citizen for various reasons. Bad governance of a company makes the company unreliable, such as participation in illegal activities. Corporate Governance is mainly to build trust of American people to invest in companies. Corporate governance became a major issue in 2002 after the Sarbanes-Oxley Act. The Sarbanes-Oxley Act was formed

The benefits are real and measurable. For one, good governance leads to higher market valuation. Buenaventura, a Peruvian company, managed to improve its corporate governance and the CEO estimates that these improvements resulted in an additional 20 per cent increase in market valuation. Better corporate governance also decreases the cost of capital and helps to attract and retain shareholders. Credit Suisse raised its valuation of Brazil Telecom from “hold” to “outperform” because of governance improvements.