Welcome to the InfoSci Platform
The Impact of Ownership Structure on Firm Performance: Evidence from Pakistan

The Impact of Ownership Structure on Firm Performance: Evidence from Pakistan

Qaiser Rafique Yasser, Abdullah Al Mamun
Copyright: © 2016 |Volume: 3 |Issue: 1 |Pages: 19
ISSN: 2334-4628|EISSN: 2334-4636|EISBN13: 9781466693906|DOI: 10.4018/IJCFA.2016010103
Cite Article Cite Article

MLA

Yasser, Qaiser Rafique, and Abdullah Al Mamun. "The Impact of Ownership Structure on Firm Performance: Evidence from Pakistan." IJCFA vol.3, no.1 2016: pp.36-54. http://doi.org/10.4018/IJCFA.2016010103

APA

Yasser, Q. R. & Al Mamun, A. (2016). The Impact of Ownership Structure on Firm Performance: Evidence from Pakistan. International Journal of Corporate Finance and Accounting (IJCFA), 3(1), 36-54. http://doi.org/10.4018/IJCFA.2016010103

Chicago

Yasser, Qaiser Rafique, and Abdullah Al Mamun. "The Impact of Ownership Structure on Firm Performance: Evidence from Pakistan," International Journal of Corporate Finance and Accounting (IJCFA) 3, no.1: 36-54. http://doi.org/10.4018/IJCFA.2016010103

Export Reference

Mendeley
Favorite Full-Issue Download

Abstract

The connection between ownership structure and firm performance has attracted much attention, especially in emerging markets, yet yielded many inconsistent empirical results. This paper presents an analysis of the association between eight categories of ownership, HHI Index, GINI index and firm performance in Pakistan. Some researchers argue that ownership concentration can improve firm performance by making the owners more willing or able to monitor agents. In contrast, others argue that in the presence of efficient markets, market monitoring will discipline the managers. The author's results show that there is significant positive association with ownership structure and market based performance measure and economic profit. The ownership proportion of the institutional shareholding and foreign shareholding are also positively associated with firm performance. JEL Code: G32.

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.