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Director Share Ownership and Corporate Performance – Evidence from Australia

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  • Jonathan Farrer
  • Ian Ramsay

Abstract

An important and controversial corporate governance issue is the extent to which share ownership by directors increases corporate performance. Some commentators suggest that increasing directors’ shareholdings in their companies provides directors with the incentive to improve corporate performance. Other commentators suggest that high levels of director share ownership may simply entrench directors. We examine whether there is a positive relationship between the level of director shareholdings and corporate performance for 180 listed Australian companies. We find that, in some circumstances, such a relationship does exist but the results differ according to a number of factors such as the performance measure used, whether director share ownership is measured by dollar value or percentage of the shares of the company outstanding, the size of the company and the industry in which the company operates.

Suggested Citation

  • Jonathan Farrer & Ian Ramsay, 1998. "Director Share Ownership and Corporate Performance – Evidence from Australia," Corporate Governance: An International Review, Wiley Blackwell, vol. 6(4), pages 233-248, October.
    • Handle: RePEc:bla:corgov:v:6:y:1998:i:4:p:233-248
    DOI: 10.1111/1467-8683.00112
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    Cited by:

    1. Glenn Boyle & Xu (Jane) Ji, 2011. "New Zealand Corporate Boards in Transition: Composition, Activity and Incentives Between 1995 and 2010," Working Papers in Economics 11/36, University of Canterbury, Department of Economics and Finance.
    2. Yexin Liu & Yecheng Wu & Weiwei Wu, 2023. "Which kind of board benefits more from the relationship between entrepreneurial orientation and radical innovation? The asymmetric roles of board characteristics in China," Palgrave Communications, Palgrave Macmillan, vol. 10(1), pages 1-14, December.
    3. Glenn Boyle & Xu (Jane) Ji, 2011. "New Zealand Corporate Boards in Transition: Composition, Activity and Incentives Between 1995 and 2010," Working Papers in Economics 11/36, University of Canterbury, Department of Economics and Finance.
    4. Hussein Abedi Shamsabadi & Byung-Seong Min & Richard Chung, 2016. "Corporate governance and dividend strategy: lessons from Australia," International Journal of Managerial Finance, Emerald Group Publishing Limited, vol. 12(5), pages 583-610, October.
    5. Darren Henry, 2008. "Corporate Governance Structure and the Valuation of Australian Firms: Is There Value in Ticking the Boxes?," Journal of Business Finance & Accounting, Wiley Blackwell, vol. 35(7‐8), pages 912-942, September.

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