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The More the Better? Foreign Ownership and Corporate Performance in China

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  • David Greenaway
  • Alessandra Guariglia
  • Zhihong Yu

Abstract

We examine the relationship between the degree of foreign ownership and performance of recipient firms, using of panel of 21,582 Chinese firms over the period 2000-2005. We find that joint-ventures perform better than wholly foreign owned and purely domestic firms. Although productivity and profitability initially rise with foreign ownership, they start declining once foreign ownership reaches beyond 64%. This suggests that some domestic ownership is necessary to ensure optimal performance. We rationalize these findings with a model of a joint-venture, where strategic interactions between a foreign and a domestic owner’s inputs may lead to an inverse U-shaped ownership-performance relationship.

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Paper provided by University of Nottingham, GEP in its series Discussion Papers with number 09/05.

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Handle: RePEc:not:notgep:09/05

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Keywords: Foreign ownership; corporate performance; China;

References

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Cited by:
  1. Guariglia, Alessandra & Liu, Xiaoxuan & Song, Lina, 2011. "Internal finance and growth: Microeconometric evidence on Chinese firms," Journal of Development Economics, Elsevier, vol. 96(1), pages 79-94, September.
  2. Iuliana Oana MIHAI, 2012. "Foreign Owned Companies and Financial Performance. A Case Study on Companies Listed on Bucharest Stock Exchange," Economics and Applied Informatics, "Dunarea de Jos" University of Galati, Faculty of Economics and Business Administration, issue 1, pages 13-20.
  3. Won Oh & Young Chang & Aleksey Martynov, 2011. "The Effect of Ownership Structure on Corporate Social Responsibility: Empirical Evidence from Korea," Journal of Business Ethics, Springer, vol. 104(2), pages 283-297, December.
  4. Iuliana Oana MIHAI, 2011. "Foreign Capital and Firm Performance - Study Case on Companies Listed on BSE," Risk in Contemporary Economy, "Dunarea de Jos" University of Galati, Faculty of Economics and Business Administration, pages 400-405.

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