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Control, Size, Growth, and Financial Performance in the Firm

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  • Elliott, J. W.

Abstract

A recent study by Larner [11] concluded that the managerial revolution analyzed earlier by Berle and Means [4] was close to completion because a large percentage of the nation's 200 largest nonfinancial corporations was controlled by nonowner managers. This finding makes more significant any substantial differences in financial performance that may exist between owner-controlled and manager-controlled firms, and it increases the potential impact of numerous related theories; for example, see Berle [3], Donaldson [5], Gordon [6, 7 ], Mason [14], Monsen and Downs [16], Williamson [21], and others.

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  • Elliott, J. W., 1972. "Control, Size, Growth, and Financial Performance in the Firm," Journal of Financial and Quantitative Analysis, Cambridge University Press, vol. 7(1), pages 1309-1320, January.
    • Handle: RePEc:cup:jfinqa:v:7:y:1972:i:01:p:1309-1320_01
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    Cited by:

    1. Andy Cosh & Paul M. Guest & Alan Hughes, 2006. "Board Share‐Ownership and Takeover Performance," Journal of Business Finance & Accounting, Wiley Blackwell, vol. 33(3‐4), pages 459-510, April.
    2. Oana Diana LUPOAE & Riana Iren RADU & Rodica PRIPOAIE, 2019. "Aspects Regarding the Possibility of Increasing the Performance of the Organization by Motivating Human Resources (HR)," Economics and Applied Informatics, "Dunarea de Jos" University of Galati, Faculty of Economics and Business Administration, issue 3, pages 22-27.
    3. Glykas, Michael, 2012. "Performance measurement scenarios with fuzzy cognitive strategic maps," International Journal of Information Management, Elsevier, vol. 32(2), pages 182-195.

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