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This paper investigates the corporate governance and performance implications of chief executive ownership in a sample of Australian listed companies. It is found that companies in which the chief executive has an ownership stake of greater than 5 percent make less use of the corporate governance mechanisms as recommended by the stock exchanges. However, there is no significant performance difference between firms with different levels of executive control. The results support the proposition that there may be an offset between the costs of managerial entrenchment and the incentive alignment benefits of executive shareholdings.

Item Type:	Refereed Conference Paper
Keywords:	Australia, chief executive, corporate governance, executive ownership
Research Division:	Commerce, Management, Tourism and Services
Research Group:	Accounting, auditing and accountability
Research Field:	Accounting, auditing and accountability not elsewhere classified
Objective Division:	Expanding Knowledge
Objective Group:	Expanding knowledge
Objective Field:	Expanding knowledge in commerce, management, tourism and services
UTAS Author:	Wang, Yi (Mr Yi Wang)
UTAS Author:	Wilmshurst, TD (Associate Professor Trevor Wilmshurst)
ID Code:	67735
Year Published:	2010
Deposited By:	Accounting and Accountability
Deposited On:	2011-03-07
Last Modified:	2014-11-03
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