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dc.contributor.authorRoudaki, Jamalen
dc.contributor.authorBhuiyan, M. B. U.en
dc.date.accessioned2017-08-11T04:41:19Z
dc.date.issued2015en
dc.identifier.citationRoudaki, J., & Bhuiyan, M.B.U. (2015). Interlocking directorship in New Zealand. Australasian Accounting, Business and Finance Journal, 9(3), 45-58. doi:10.14453/aabfj.v9i3.4en
dc.identifier.issn1834-2000en
dc.identifier.urihttps://hdl.handle.net/10182/8415
dc.description.abstractThe aim of this research is to identify the determinants and consequences of interlocking board membership in New Zealand and whether this interlocking affects the firm performance. This research used a sample of 276 firm years and 1,783 directors from New Zealand listed companies. A two-fold approach analysing the overlap of directors’ names, boards, and company levels was used. This research finds that New Zealand firms are highly interlocked. While concentrated ownership firms react negatively to interlocking, this research finds that interlocking is negatively impacting firm performance in New Zealand. This research also finds that New Zealand firms were significantly interlocked under both approaches, which resulted in negative firm performance. This study has wide application to the New Zealand Financial Market Authority and Institute of Directors New Zealand to evidence the possible effects of directors of being involved (“busy”) in more than one company at the same time. This is the first paper on firm and board interlocking based on New Zealand stock exchange data following the corporate governance best practice code 2004 regime which identified both the determinants and consequences of interlocking.en
dc.format.extent45-58en
dc.language.isoenen
dc.publisherUniversity of Wollongongen
dc.relationThe original publication is available from - University of Wollongong - https://doi.org/10.14453/aabfj.v9i3.4en
dc.relation.urihttps://doi.org/10.14453/aabfj.v9i3.4en
dc.rights© 2015 Australasian Accounting, Business and Finance Journal and Authorsen
dc.rights.urihttp://creativecommons.org/licenses/by-nc/4.0/en
dc.subjectboard independenceen
dc.subjectCEO interlocken
dc.subjectinterlocking directoren
dc.subjectinterlocked companyen
dc.subjectfirm performanceen
dc.subjectNew Zealanden
dc.titleInterlocking directorship in New Zealanden
dc.typeJournal Article
lu.contributor.unitLincoln Universityen
lu.contributor.unitFaculty of Agribusiness and Commerceen
lu.contributor.unitDepartment of Financial and Business Systemsen
lu.contributor.unitResearch Management Officeen
lu.contributor.unit/LU/Research Management Office/2018 PBRF Staff groupen
dc.identifier.doi10.14453/aabfj.v9i3.4en
dc.subject.anzsrc150303 Corporate Governance and Stakeholder Engagementen
dc.subject.anzsrc1503 Business and Managementen
dc.subject.anzsrc1501 Accounting, Auditing And Accountabilityen
dc.subject.anzsrc1502 Banking, Finance And Investmenten
dc.relation.isPartOfAustralasian Accounting, Business and Finance Journalen
pubs.issue3en
pubs.organisational-group/LU
pubs.organisational-group/LU/Faculty of Agribusiness and Commerce
pubs.organisational-group/LU/Faculty of Agribusiness and Commerce/FABS
pubs.organisational-group/LU/Research Management Office
pubs.organisational-group/LU/Research Management Office/2018 PBRF Staff group
pubs.publication-statusPublisheden
pubs.volume9en
dc.identifier.eissn1834-2019en
dc.rights.licenceAttribution-NonCommercialen
lu.identifier.orcid0000-0002-2886-7349


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