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Interlocking directorship in New Zealand

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Show simple item record Roudaki, Jamal en Bhuiyan, M. B. U. en 2017-08-11T04:41:19Z 2015 en
dc.identifier.citation Roudaki, 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.v9i3.4 en
dc.identifier.issn 1834-2000 en
dc.description.abstract The 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.extent 45-58 en
dc.language.iso en en
dc.publisher University of Wollongong en
dc.relation The original publication is available from - University of Wollongong - en
dc.relation.uri en
dc.rights © 2015 Australasian Accounting, Business and Finance Journal and Authors en
dc.rights.uri en
dc.subject board independence en
dc.subject CEO interlock en
dc.subject interlocking director en
dc.subject interlocked company en
dc.subject firm performance en
dc.subject New Zealand en
dc.title Interlocking directorship in New Zealand en
dc.type Journal Article
lu.contributor.unit Lincoln University en
lu.contributor.unit Faculty of Agribusiness and Commerce en
lu.contributor.unit Department of Financial and Business Systems en
lu.contributor.unit Research Management Office en
lu.contributor.unit /LU/Research Management Office/2018 PBRF Staff group en
dc.identifier.doi en
dc.subject.anzsrc 150303 Corporate Governance and Stakeholder Engagement en
dc.subject.anzsrc 1503 Business and Management en
dc.relation.isPartOf Australasian Accounting, Business and Finance Journal en
pubs.issue 3 en
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-status Published en
pubs.volume 9 en
dc.identifier.eissn 1834-2019 en
dc.rights.licence Attribution-NonCommercial en
lu.identifier.orcid 0000-0002-2886-7349

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