- List of Figures
- List of Tables
- Regulation and Comparative Corporate Governance
- The History of Corporate Governance
- Capital Markets and Financial Politics: Preferences and Institutions
- An International Corporate Governance Index
- Boards and Governance: 25 Years of Qualitative Research with Directors of FTSE Companies
- Process Matters: Understanding Board Behavior and Effectiveness
- Board Committees
- The Governance of Director Networks
- Executive Compensation and Corporate Governance: What Do We “Know” and Where Are We Going?
- Corporate Governance: Ownership Interests, Incentives, and Conflicts
- Financial Leverage and Corporate Governance
- Financial Reporting, Disclosure, and Corporate Governance
- Auditing and Corporate Governance
- The Market for Corporate Control
- The Life Cycle of Corporate Governance
- Corporate Governance in High-Tech Firms
- Family Business and Corporate Governance
- Corporate Governance in IPOs
- Corporate Governance, Multinational Firms, and Internationalization
- Corporate Governance in Business Groups
- Governance in Financial Distress and Bankruptcy
- Venture Capital and Corporate Governance
- Private Equity, Leveraged Buyouts, and Corporate Governance
- Hedge Fund Activism and Corporate Governance
- The Financial Role of Sovereign Wealth Funds
- Corporate Governance and Nonprofits: Facing up to Hybridization and Homogenization
- Corporate Governance and Labor
- Corporate Governance and Principal–Principal Conflicts
- Multiple Agency Theory: An Emerging Perspective on Corporate Governance
- An Age of Corporate Governance Failure?: Financialization and its Limits
- Corporate Governance and Corporate Social Responsibility
Abstract and Keywords
This chapter discusses the problem of principal–principal (PP) conflicts between minority shareholders and controlling shareholders. It shows that these conflicts lead to major governance problems all over the world. It first considers the forerunners of PP conflicts, and then studies the possible remedies in the form of external and internal governance mechanisms. The chapter also emphasizes the relevant organizational consequences of PP conflicts in four crucial areas: tunneling/self-dealing, executive compensation, managerial talent, and mergers and acquisitions.
Keywords: tprincipal–principal conflicts, minority shareholders, controlling shareholders, governance problems, governance mechanisms, organizational consequences, self-dealing, executive compensation, managerial talent, mergers and acquisitions
Mike Peng, Provost's Distinguished Professor of Global Strategy, School of Management, University of Texas at Dallas.
Steve Sauerwald, Jindal School of Management, University of Texas at Dallas
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