Effect of Corporate Life Cycle on Corporate Governance

Purpose – The purpose of this paper is to examine whether corporate governance changes along the corporate life-cycle. Design/methodology/approach – In a sample of 205 firms from 21 emerging market countries and using a life-cycle proxy from the dividends literature, the authors use a governance-prediction model which examines whether corporate governance differs along the corporate life-cycle. Findings – Mature firms tend to practice better overall corporate governance. Discipline and independence improve as firms mature. Firms tend to be most transparent and accountable when they are young. These findings suggest that the resource/strategy and monitoring/control governance functions are relevant but at different life-cycle stages. Research limitations/implications – In the absence of longitudinal governance data with sufficient coverage to track within-firm changes in corporate governance along the corporate life-cycle, the authors analyze differences in corporate governance between-firms at different life-cycle stages. Originality/value – The authors use an alternative, yet new measure from the dividends literature to account for the firm’s position along the corporate life-cycle. With this new measure, the findings are in line with the predictions of Filatotchev et al. (2006).

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Notice of Retraction Corporate life-cycle, corporate governance and investment efficiency

2013 International Conference on Quality, Reliability, Risk, Maintenance, and Safety Engineering (QR2MSE) ◽

10.1109/qr2mse.2013.6625968 ◽

2013 ◽

Author(s):

Fangfei Ding ◽

Lulu Zhang

Keyword(s):

Corporate Governance ◽

Life Cycle ◽

Investment Efficiency ◽

Corporate Life Cycle

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Corporate life cycle, corporate governance structure, and corporate social responsibility disclosure

Jurnal Keuangan dan Perbankan ◽

10.26905/jkdp.v23i3.2694 ◽

2019 ◽

Vol 23 (3) ◽

Author(s):

Permata Ayu Widyasari ◽

Christian Sutanto ◽

Maria Eugenia Hastuti

Keyword(s):

Corporate Governance ◽

Corporate Social Responsibility ◽

Life Cycle ◽

Social Responsibility ◽

Governance Structure ◽

Corporate Governance Structure ◽

Corporate Social Responsibility Disclosure ◽

Corporate Life Cycle ◽

Corporate Social

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Corporate life cycle research in accounting, finance and corporate governance: A survey, and directions for future research

International Review of Financial Analysis ◽

10.1016/j.irfa.2018.12.004 ◽

2019 ◽

Vol 61 ◽

pp. 188-201 ◽

Cited By ~ 6

Author(s):

Ahsan Habib ◽

Mostafa Monzur Hasan

Keyword(s):

Corporate Governance ◽

Life Cycle ◽

Future Research ◽

Corporate Life Cycle

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When does corporate governance matter? Evidence from across the corporate life-cycle

Managerial Finance ◽

10.1108/mf-11-2013-0306 ◽

2015 ◽

Vol 41 (7) ◽

pp. 673-691 ◽

Cited By ~ 5

Author(s):

Thomas O'Connor ◽

Julie Byrne

Keyword(s):

Corporate Governance ◽

Life Cycle ◽

Firm Value ◽

Emerging Market ◽

Small Sample ◽

Content Type ◽

A Value ◽

Corporate Life Cycle ◽

Two Measures ◽

The Relationship

Purpose – The purpose of this paper is to explore the relationship between corporate governance and firm value at different stages of the corporate life-cycle. Design/methodology/approach – The authors use two measures, commonly employed in the literature, to differentiate between “immature” and “mature” firms, and estimate separate governance-value regressions for each set of firms. Findings – The findings suggest that it is differences in the resource/strategic governance functions, which manifest in young firms which result in differences in value across firms, all else equal. The authors find no relationship between governance and firm value for older firms. Hence, differences in the monitoring aspect of governance between mature firms are not rewarded with a value premium. Research limitations/implications – The findings imply that the strategic and resource roles of governance are “must haves” for firms since firms that score highly on these fronts are valued more highly. In contrast, differences in the monitoring aspect of governance are not rewarded, suggesting that effective monitoring is not a necessity, but rather a “nice to have”. The analysis is limited to a small sample of emerging market firms, and it would be of interest to extend this analysis to a larger and broader sample of firms. Originality/value – The findings suggest that corporate governance is not valued at all stages of the corporate life-cycle.

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