Is China's corporate governance beginning to come of age? The case of CEO turnover

Dennis K.K. Fan*, Chung Ming Lau, Michael YOUNG

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

29 Citations (Scopus)

Abstract

This study examines the effectiveness of China's corporate governance during the rapid transition of its economy. We find that poor performance is associated with voluntary and involuntary CEO turnover. We also find that exceptionally good performance is marginally associated with voluntary CEO turnover. For governance variables, more non-executive directors are associated with CEO turnover and CEO duality is marginally negatively related to CEO turnover. In addition, some of the governance variables are related to voluntary, but not involuntary, turnover. These results indicate that China's corporate governance is beginning to resemble the Anglo-American model as its market institutions come of age.

Original languageEnglish
Pages (from-to)105-120
Number of pages16
JournalPacific Basin Finance Journal
Volume15
Issue number2
DOIs
Publication statusPublished - Apr 2007

Scopus Subject Areas

  • Finance
  • Economics and Econometrics

User-Defined Keywords

  • CEO turnover
  • Chinese firms
  • Corporate governance
  • Transitional economy

Fingerprint

Dive into the research topics of 'Is China's corporate governance beginning to come of age? The case of CEO turnover'. Together they form a unique fingerprint.

Cite this