scholarly journals The Impact of Private Equity on Corporate Performance: An Empirical Research of the Listed Companies on GEM

2019 ◽  
Author(s):  
Fan Xin ◽  
Wu Xiumin
Keyword(s):  
Empirical Research ◽  
Private Equity ◽  
Corporate Performance ◽  
Listed Companies ◽  
The Impact

The Impact of Ownership on Corporate Performance: The Case of the UAE

2018 ◽  
Vol 13 (3) ◽  
Author(s):  
Magda Elsayed Kandil ◽  
Minko Markovski
Keyword(s):  
Corporate Performance ◽  
Positive Impact ◽  
Listed Companies ◽  
State Ownership ◽  
Control Measures ◽  
Government Ownership ◽  
Strong Trend ◽  
Two Samples ◽  
The Impact ◽  
Positive Effect

AbstractThis study attempts to identify whether government ownership has an effect on corporate performance, such as Return on Assets (ROA), Price to Book value, and Profits for a sample of 102 listed companies on the UAE stock exchanges and a subsample of 17 banks listed on the same bourses over a period of 31 quarters. In the case of the sample of 102 companies, government ownership has a positive impact on some of the corporate performance indicators, as well in the banking subsample. In addition, the analysis evaluates the impact of state ownership on debt accumulated across the two samples. The results indicate that state ownership reduced the need to accumulate debt in general across the larger sample. However, focusing on banks, state ownership facilitates borrowing and accumulating debt. The results point to the positive effect of state ownership on corporate performance. Further, state ownership eases constraints on banks’ borrowing as it boosts confidence in the outlook, facilitating higher ratings and cheaper sources of funding. In the case of the UAE, similar to some other countries, where there is a strong trend toward government ownership in listed companies and banks, it has a positive effect on their performance for the period 2008–2016, i. e., there is a positive relationship between the block-holder ownership and firms’ performance, subject to efficiency control measures.

An empirical investigation on the impact of marketing strategy style on firm performance: evidence from public firms in China

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rui Wang ◽  
Liqiong Liu ◽  
Yu Feng
Keyword(s):  
Marketing Strategy ◽  
Corporate Performance ◽  
Negative Impact ◽  
Secondary Data ◽  
Listed Companies ◽  
Research Issues ◽  
Content Type ◽  
Public Firms ◽  
Negative Effect ◽  
The Impact

PurposeThe mechanism of marketing strategy style and its impact on firms are research issues received wide attention. In particular, the aggressive style of marketing strategy has been chosen by many companies, but recent studies have shown that it has a negative effect on corporate performance. This leads to the core issue of this paper – does the aggressive style of marketing strategy always had a negative impact on corporate performance? Are there any factors that can alleviate this negative impact?Design/methodology/approachBased on the resource-based theory and agency theory, this paper takes the Growth Enterprise Market (GEM) listed companies as the research objects, collects secondary data and conducts the research by regression model.FindingsThe empirical research shows that: (1) the aggressive style of marketing strategy significantly and negatively affects the performance of firm; (2) the resource constraint can moderate the main effect and resource control play a weak adjustment role.Practical implicationsIn practice, this paper confirms the adverse impact of aggressive style of marketing strategy on the performance of listed companies on GEM and inspires the industry to strengthen the control and supervision of marketing resources.Originality/valueThis paper makes up for the research gap in the field of cross-research in finance and marketing theoretically.

scholarly journals Can the Famous University Experience of Top Managers Improve Corporate Performance? Evidence from China

2019 ◽  
Vol 11 (24) ◽  
pp. 6975
Author(s):  
Weifeng Xu ◽  
Qingsong Ruan ◽  
Chang Liu
Keyword(s):  
Corporate Performance ◽  
Top Management Team ◽  
Listed Companies ◽  
Fixed Effect Model ◽  
Top Managers ◽  
Effect Model ◽  
University Experience ◽  
The Impact ◽  
Business Complexity ◽  
Positive Effect

With the continuous improvement of China’s overall education level, the number of top managers with famous university experience in listed companies has been increasing. The question then becomes whether the performance of the listed companies is better if there are more top managers with famous university experience in the top management team (TMT). Based on the sample of listed companies in China from 2008 to 2018, we adopted the two-way fixed effect model and panel propensity score matching (Panel-PSM) methodology to examine the impact of top managers with famous university experience on corporate performance and its mechanism. We found that the higher the proportion of top managers with famous university experience in the TMT, the better the corporate performance will be, and this positive effect is larger in companies with high business complexity. We also found that this effect is mediated by overconfidence of the TMT. The proportion of top managers with famous university experience in the TMT will inhibit the overconfidence of the TMT, which will ultimately benefit corporate performance.

scholarly journals The Impact of Operational Capabilities on Corporate Performance: Evidence from Listed Companies in the Agriculture, Forestry, Livestock Farming, Fishery Industry

2019 ◽  
Vol 8 (2) ◽  
pp. 56
Author(s):  
Maoguo Wu ◽  
Daimin Lu
Keyword(s):  
Corporate Performance ◽  
Positive Impact ◽  
Listed Companies ◽  
Fixed Effect Model ◽  
Livestock Farming ◽  
Data Set ◽  
Policy Makers ◽  
Operational Capabilities ◽  
And Performance ◽  
The Impact

In China, the agriculture, forestry, livestock farming, fishery (AFLF) industry is the basis of all industries. However, the overall development and performance level of listed companies in the AFLF industry is lower than the overall market level. According to previous literature, there is generally a positive impact of operational capabilities on the corporate performance of listed companies, but the impact on listed companies in the AFLF industry has not been investigated. This study attempts to fill in the gap by empirically analyzing the impact of operational capabilities on the corporate performance of listed companies in the AFLF industry in China. Based on a panel data set of 43 listed companies, this study performs regressions using a fixed effect model and a threshold panel model. The results show that there is a positive correlation between the operational capabilities and the corporate performance of listed companies in the AFLF industry, but different indicators that represent operational capabilities have different impacts on corporate performance. Based on the empirical results, this study puts forward corresponding suggestions for listed companies in the AFLF industry and policy makers.

scholarly journals How do executive pay and its gap with employee pay influence corporate performance? Evidence from Thailand tourism listed companies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Laurence Ferry ◽  
Guanming He ◽  
Chang Yang
Keyword(s):  
Regression Analysis ◽  
Firm Performance ◽  
Executive Compensation ◽  
Corporate Performance ◽  
Listed Companies ◽  
Executive Pay ◽  
Short Term ◽  
Pay Gap ◽  
Content Type ◽  
The Impact

PurposeThe authors investigate how executive pay and its gap with employee pay influence the performance of Thailand tourism listed companies.Design/methodology/approachThe authors manually collect data on the executives' and employees' remunerations for Thailand tourism listed companies and use the data for the authors’ OLS regression analysis. To check the robustness of the results to potential endogeneity issues, the authors employ the two-stage least-squares regression analysis and the impact threshold for a confounding variable approach.FindingsThe authors find that short-term executive compensation enhances firm performance, and that long-term executive compensation reduces the likelihood of unfavorable corporate performance. The authors also find that the gap in short-term pay between executives and employees has an inverted-U relation with firm performance.Research limitations/implicationsThis study suggests that higher executive pay relative to employee pay could encourage executives to work hard to improve corporate performance, but that too large a pay gap between executives and employees could impair employees' morale and harm firm performance.Practical implicationsIt is important for tourism companies to not only pay executives well but also avoid too large a pay gap between executives and employees.Social implicationsThis study implies the important role of compensation design in contributing to employee engagement and good performance for tourism firms.Originality/valueThis study sheds light on agency problems between executives and employees in tourism companies and provides new evidence and insights on compensation research in the tourism sector in emerging markets.

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