Cross Listings and Corporate Governance: A Case for Regional Divergence?

Gray, Taylor

doi:10.2139/ssrn.1753675

Cited by 1 publication

(2 citation statements)

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“…Taylor and Thrift (1980) provided parallel geographic analysis of headquarters activities for Australia. More recently, Tonts and Taylor (2010;2011) updated the headquarters analysis for Australia to particularly connect urban system change and globalisation processes. They suggest that changes to the urban system have been gradual over time, rather than comprising a radical restructuring in response to globalisation.…”

Section: Geography Corporations and Corporate Governancementioning

confidence: 99%

“…Boschma and Frenken () point out that firms are imperfectly informed about potential locations and vary in their abilities to use this information. As argued by Gray (), although regional corporate governance communities of practice are relatively distinct, there are firm leaders who are better connected to external sources. Consequently, these individuals represent potential knowledge pipelines and provide a greater chance at avoiding firm inertia.…”

Section: Introductionmentioning

confidence: 99%

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Exploring the Personal Histories of the Top Executives ofUSFirms Using a Quantitative Approach: Is There a Geographical Relationship with Corporate Headquarters, and Does It Influence Firm Performance?

O'Hagan

Rice

2013

Geographical Research

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This paper analyses where top executives were born and where they attended university to uncover regional groupings of the most influential executives that shape corporate culture and strategy in the United States. Within the context of this paper, it is argued that the personal histories of top executives influence their decision‐making abilities, and thus corporate culture. It was found that intra‐regional, intra‐state, and intra‐city links were noteworthy factors in executive selection. Distances were higher, and percentages of intra‐regional links were lower for more profitable and higher growth firms. This indicates that more competitive firms acquire executives that have experienced different institutions during their lives and university educations. On the other hand, less profitable and lower growth firms are more likely to obtain executives embedded in similar institutions that already exist within the firm. The results suggest that key choices made by corporate America are influenced in part by geography far more complex than its own operations.

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Section: Geography Corporations and Corporate Governancementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%