Do Corporate Governance and Social Performance Differ between Family-Owned and Non-Family-Owned Businesses in Taiwan-Listed CSR Companies?

Wang Ling, Ling-Yu Jhou, Ya-Ting Chan, Wei-Husan Wang, Yu-Ting Lin and Ching-Chun Wei

Asian Economic and Financial Review, 2016, vol. 6, issue 1, 15-26

Abstract: The objective of this analysis into examines the social performance and corporate governance differences between family-owned firms and non-family-owned firms, along with the impact of corporate governance variables. The findings herein present that non-family-owned firms ’CSR (corporate social responsibility) affect company performance, but that of family-owned firms does not. We show that duality to ROA is positively significant in family firms, meaning that it is very convenient to conduct polity to do whatever one wants to do to help a firm create more profit and improve ROA when the leader of a family firm is also the company chairman same as the chair-man. On the other hand, in a non-family-owned firm, board size and gender are negatively significant to firm performance. High CEO compensation encourages managers to intensively target high performance in order to get more profit for the firm.

Keywords: Social performance; Corporate governance; Family own firm; Non-family own firm; CSR. (search for similar items in EconPapers)
Date: 2016
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