Session 2: Corporate Governance Flashcards

1
Q

What is corporate governance, and why is it important?

A
  • Corporate governance refers to the processes, policies, laws, and institutions that guide corporate decision-making and control.
  • It focuses on stakeholder relationships and aligning corporate goals.
  • Importance: Ensures ethical management, prevents misbehavior, and balances costs and benefits.
  • Examples of failures: Silicon Valley Bank, Volkswagen
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2
Q

What are agency problems in corporate governance?

A

Agency Relationship:

  • Principals (owners/shareholders) hire agents (managers) to run the company.
  • Conflict of interest: Managers may act in their own interest rather than maximizing shareholder value.

Agency Costs:

  • Indirect Costs: Lost opportunities (e.g., managers avoiding shareholder-preferred investments).
  • Direct Costs: Excessive spending by management that benefits them but harms shareholders.
  • Monitoring costs are incurred to oversee managers.
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3
Q

How does the Unitary System (UK & US) function?

A
  • Board reports directly to Shareholders, who elect them at the AGM.
  • Composed of Directors (e.g., CEO, CFO, etc.) and Independent Members for supervision.
  • Both report back and forth → More information flow, less complexity, and faster decision-making.
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4
Q

How does the Two-Tier System (Germany) function?

A
  • Board (daily business) reports to a Supervisory Board, which elects them.
  • Supervisory Board includes representatives from banks, government, trade unions, and stakeholders.
  • More complex, less information flow, and clear separation of powers.
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5
Q

What is the role of Non-Executive Members / Supervisory Board?

A
  • Advice & monitoring
  • Define & approve major business decisions
  • CEO selection
  • Executive compensation
  • Risk management
  • Audits
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6
Q

What is a common criticism of Boards of Directors?

A
  • Risk of being a “rubber-stamp assembly”.
  • Executives have superior information and can influence board member selection.
  • Non-executive directors often have small financial stakes in the company.
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7
Q

What is the Collective Action Problem in Ownership Structure?

A
  • Small shareholders lack incentives to monitor managers.
  • Leads to inefficiency in corporate governance.
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8
Q

What is Concentrated Ownership?

A
  • Preferred in many countries to overcome the collective action problem.
  • Large blockholders have more incentives to monitor management.
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9
Q

What are the benefits of Concentrated Ownership?

A

Large blockholders gather more information and actively monitor management.

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10
Q

What are the costs of Concentrated Ownership?

A
  • Collusion between large shareholders and management (tunneling risk).
  • Reduced liquidity in secondary markets.
  • Overmonitoring by boards can stifle management initiative.
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11
Q

What are the two types of firms based on ownership structure?

A

Widely-Held Firms (e.g., BSF)

  • Ownership & control are separate.
  • Agency issues exist between managers & shareholders.
  • Exit investment strategies are common.

Closely-Held Firms (e.g., BMW – Family owns 51%)

  • Manager & shareholder incentives are more aligned.
  • Agency issues arise between controlling & non-controlling shareholders.
  • Investors have a stronger voice in decision-making & investment strategies.
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12
Q

What is the Free-Rider Problem in Corporate Governance?

A
  • Occurs when individuals benefit from resources without contributing to cost or effort.
  • Common in widely-held firms → Small shareholders rely on large blockholders for monitoring.
  • Leads to free-riding, where small shareholders benefit without responsibility.
  • Worsens the collective action problem, leading to inefficiency.
  • Less common in closely-held firms → Large shareholders have a stronger incentive to monitor.
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13
Q

What are the components of Managerial Compensation?

A
  • Base salary
  • Performance-based bonuses (linked to short-run accounting metrics)
  • Stock participation plans
  • Stock options
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14
Q

What is the economic function of Executive Compensation?

A
  • Aligns management interests with stockholders’ interests.
  • Encourages managers to work toward increasing shareholder value.
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15
Q

What are implicit incentives in Executive Compensation?

A
  • Manager’s reputation
  • Future career prospects
  • Can motivate better performance beyond financial incentives.
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16
Q

What is a Hostile Takeover?

A
  • Extreme & costly mechanism for replacing or disciplining management.
  • Occurs when target company’s management rejects the deal.
  • If successful, brings in new managers with fresh ideas, leading to a change of control.
17
Q

How does the threat of a takeover affect managers?

A
  • Encourages short-term performance focus (at the expense of long-term value).
  • Can lead to short-term (myopic) decision-making.
18
Q

What are common Takeover Defenses?

A
  1. Poison pills – Makes the company less attractive to acquirers.
  2. Staggered boards – Board members are elected in phases to prevent quick changes.
  3. Supermajority rules – Requires a larger percentage of votes to approve a takeover.
19
Q

How are investors protected?

A
  • Through laws, regulations, court rulings, and legal enforcement.
  • Differences exist between Civil Law and Common Law countries.
20
Q

What is Common Law and how does it affect Investor Protection?

A
  • Developed through court rulings.
  • Flexible & quick to adjust to events.
  • Provides stronger investor protection.
21
Q

What is Civil Law and how does it affect Investor Protection?

A
  • Developed through regulation & code of laws.
  • Based on principles that change less frequently.
  • Provides weaker investor protection.
22
Q

What is the impact of stronger Investor Protection on countries economic landscapes?

A

Countries with stronger legal protection tend to have:

  • Bigger stock markets.
  • More IPOs (Initial Public Offerings).
  • More external capital (equity).
  • Less concentrated ownership.
23
Q

What role does Corporate Debt play?

A

Acts as another layer of oversight since companies must allocate earnings for debt repayment instead of using them freely.

24
Q

How does Debt act as a Disciplinary Device?

A
  • Forces management to use cash flow for business rather than personal perks or bad investments.
  • Incentivizes managers to make better financial decisions, as they must repay debt in the future.
25
Q

How do Creditor Rights compare to Shareholder Rights?

A
  • Creditor rights are clearer than shareholder rights → Better protection for debt investors.
  • With debt, there’s a risk of bankruptcy or illiquidity, limiting excessive borrowing.
  • If the company faces financial trouble, creditors can take control to protect their investment.
26
Q

What role do Investment Banks play in Corporate Governance?

A
  • Monitor firms and identify issues early.
  • Often have better information than most investors.
27
Q

What is a potential Conflict of Interest for Investment Banks?

A
  • Analysts may avoid criticizing firms to protect client relationships.
  • Rating agencies face conflicts as they charge firms for ratings & consulting, leading to potential bias.
28
Q

What are Proxy Voting Advisors?

A
  • Firms like ISS & Glass Lewis help investors decide how to vote at annual shareholder meetings.
  • Useful when investors do not form their own opinions.
29
Q

What is the influence of Proxy Voting Advisors?

A
  • Hold significant power in shaping shareholder votes.
  • Often provide consulting services beyond voting advice.
30
Q

What is the main distinction between Bank-Based and Market-Based Corporate Governance?

A
  • Bank-Based Systems → Rely on banks for monitoring & control.
  • Market-Based Systems → Rely on securities markets (stock exchanges) for governance.
31
Q

What are characteristics of Bank-Based Systems? (e.g., Germany, Japan)

A
  • Banks actively monitor firms to protect investors’ interests.
  • Banks transfer funds between capital suppliers and demanders.
  • Closer relationships between banks & companies → More internal control & long-term stability.
  • Lower shareholder activism, as banks play a key role in governance.
32
Q

What are characteristics of Market-Based Systems? (e.g., US, UK)

A
  • Securities markets (e.g., stock exchanges) play a major role in governance.
  • Companies are disciplined by market forces like stock prices, shareholder voting, & investor reactions.
  • Higher investor activism, as external investors use voting rights & capital markets to influence decisions.
33
Q

How do Bank-Based and Market-Based Systems differ in governance style?

A
  • Bank-Based → Internal, hands-on monitoring by financial institutions.
  • Market-Based → Broader market forces & investor behavior drive governance.