Institutional ownership, capital structure, and firm performance
Article Abstract:
The stockholdings of institutional owners, whether from family, corporate executives, or insider institutions, strongly affects the capital structure of a business firm. Data gathered from 40 pairs of manufacturing companies from 40 industries indicate that the size of institutional investor shareholdings is substantially related to return on equity and capital structure. Stockholdings of corporate executives augment the relationship between company performance and outside institutional stockholders. The acknowledgement and promotion of senior executives is dependent on company efficiency, stock value, and the profits of the firm. Ownership type is further differentiated into four groupings with distinctions for management-controlled company groupings in terms of the extent of institutional ownership.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1991
User Contributions:
Comment about this article or add new information about this topic:
Top management turnover following mergers and acquisitions
Article Abstract:
Not much is known about the effects of an acquisition or merger on an acquired company's management team. Responses from 75 participants in a sample of acquired companies were used to gauge the employment status of top managers over a five-year period from date of acquisition. Results suggest that turnover rates among acquired top management teams are substantially higher than 'normal' ones. Very senior, visible executives are more likely than less-visible colleagues to turn over sooner. Whether an acquisition is in a related or unrelated field appears not to influence variations in top management turnover rates.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1988
User Contributions:
Comment about this article or add new information about this topic:
Strategic orientation and characteristics of upper management
Article Abstract:
Each business reflects the background of its strongest executives. The functioning of each organization can be explained at least in part by profiling its upper echelons. The tie between the strategic orientation of three tobacco firms is examined in terms of the proportion of executives brought in from outside the firm and the percentages of executives from different functional backgrounds in the corporate upper echelons.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1987
User Contributions:
Comment about this article or add new information about this topic:
- Abstracts: Organizational governance and employee pay: How ownership structure affects the firm's compensation strategy. Realism and constructivism in strategy rsearch: A critical realist response to MIR and Watson
- Abstracts: An empirical investigation of the structure of accounting research. Capital market analysis of reserve recognition accounting
- Abstracts: Capital structure, ownership, and capital payment policy: the case of hospitals
- Abstracts: Quarterly contributions now required from nonmultiemployer plans. Model amendments issued for master and prototype plans
- Abstracts: Business rentals can provide hefty deductions if the deal is structured well
omidmansouri