BRIC without B: Does ownership structure matters for firm performance in emerging economies?

Purpose Previous studies that dealt with corporate governance have witnessed gradually significant growth that created some new trends. The purpose of this paper is to be involved in such trends through examining the link between ownership structure as one of the important corporate governance mechanisms and firm performance in Jordan as one of emerging economies. Design/methodology/approach The current study used the multiple regression method to analyze available data for non-financial firms listed in the Amman Stock Exchange for the fiscal year 2012. Findings The findings revealed that managerial ownership has a positive impact on performance. On the other hand, the findings surprisingly showed no evidence to support the impact of foreign ownership on performance. Moreover, there is a significant evidence to support the fact that company size has no impact on firm performance. The findings also revealed that industry type has no impact on firm performance. Practical implications The practical implications of the current study demonstrated that good corporate governance is imperative to all organizations and must be encouraged for the interest of all stakeholders. Unlike the majority of the previous studies, the current study unexpectedly found that foreign ownership is not significantly contributing to the firm performance. Thus, Jordanian Government and other related/responsible parties should formulate policies for the foreign investors. Originality/value Interestingly, from developed and developing countries perspective, the study is the first of its kind that exclusively chose the mechanisms of ownership structure in its relationship with firm performance represented by market share, where no previous study has tested foreign ownership in such relationship. In that, this study is the first study in emerging economies to investigate such a link. Such new insights on this relationship by current study provide helpful information that is of great value to the government, academics, policy makers, and other stakeholders.

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The Impact of Ownership Structure on Family Firm Performance: Evidence from The Indonesia Stock Exchange

International Conference on Business, Marketing and Information System Management (BMISM'15) Nov. 25-26, 2015 Paris (France) ◽

10.15242/icehm.ed1115005 ◽

2015 ◽

Keyword(s):

Firm Performance ◽

Ownership Structure ◽

Stock Exchange ◽

Family Firm ◽

The Impact

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Corporate Governance Practices, Ownership Structure and Firm Performance: A Study of Indian Listed-Firms

SSRN Electronic Journal ◽

10.2139/ssrn.2789976 ◽

2014 ◽

Author(s):

Amitava Roy

Keyword(s):

Corporate Governance ◽

Firm Performance ◽

Ownership Structure ◽

Listed Firms ◽

Governance Practices

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EXPRESS: Unbundling the Effects of Internationalization on Firm Performance in Emerging Economies: The Moderating Effects of Strategic Resource Decisions

Journal of International Marketing ◽

10.1177/1069031x211030686 ◽

2021 ◽

pp. 1069031X2110306

Author(s):

Nilay Bicakcioglu-Peynirci ◽

Robert E. Morgan

Keyword(s):

Firm Performance ◽

Emerging Economies ◽

Emerging Market ◽

Strategic Marketing ◽

Slack Resources ◽

Moderation Effect ◽

Strategic Resource ◽

And Performance ◽

Resource Decisions ◽

The Relationship

We investigate how strategic resource decisions—concerning slack resources and strategic marketing ambidexterity—influence the relationship between internationalization and firm performance of emerging market firms. Based upon the resource-based view, we synthesize two dominant, yet divergent, perspectives that explain the respective resource slack advantages and liabilities in the internationalization literature: the flexible capacity and the efficient capacity perspectives. We also explore the moderating role of strategic marketing ambidexterity which comprises a bundle of marketing activities covering both exploitation-dominant actions and exploration-dominant actions. We empirically examine our hypothesized relationships with data from a sample of 1,683 firm-year observations for the period between 2005 and 2018 and find that distinct forms of resource slacks have contrasting effects on the relationship between internationalization and performance. Our results provide strong evidence for positive moderation effect of unabsorbed slack resources and a negative moderation effect of absorbed slack resources on the internationalization-performance relationship. We also indicate nonsignificant moderating effect of strategic marketing ambidexterity, demonstrating that internationalization attains higher firm performance regardless of its exploration-dominant or exploitation-dominant strategic emphasis in emerging economies.

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Impact of strategic management, corporate social responsibility on firm performance in the post mandate period: evidence from India

International Journal of Corporate Social Responsibility ◽

10.1186/s40991-020-00052-4 ◽

2021 ◽

Vol 6 (1) ◽

Author(s):

Nayan Mitra

Keyword(s):

Corporate Social Responsibility ◽

Firm Performance ◽

Social Responsibility ◽

Strategic Management ◽

Emerging Economies ◽

Brand Building ◽

The Government ◽

To Come ◽

Key Aspects ◽

Corporate Social

AbstractCorporate Social Responsibility (CSR) is like a chameleon, that changes its colour according to the context it is in. In the developed economy, it takes the form of sustainability and/ or philanthropy, whereas, in emerging economies, it speaks the language of religious, political and/ or mandated CSR. India, in recent times came into the limelight with its mandated CSR policy that was incorporated into its Companies Act 2013, which became operational from the financial year 2014 - 2015. Mandated CSR is thus a new area of study that is based on the philosophy that ‘CSR should contribute to the national agenda in emerging economies,’ under some statutory guidelines as laid down by the Government.But, business houses, do look for maximising its profit. Profit can be financial and/ or non-financial. If not money, then at least the effort must be compensated with reputation, image, that helps in brand building! And, to have this as an objective, their efforts should be strategic! But, does all strategies work? With these questions and conceptual thinking, this empirical research aims to identify the key aspects of Strategic Management, CSR and Firm Performance and establish relationship between them; apart from developing a valid and reliable scale to do so. This is indeed one of the first researches and documentations done among the large Indian firms in India immediately in the post mandate period and thus forms a base for understanding the CSR dynamics in the years to come.

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