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I. Background
The purpose of the study is to examine if there are simultaneous relations
between CG practice and two different dimensions of ownership structure: a.
ownership/cash-flow right, and b. the divergence between control right and
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practice
whether the company practices the item or not by referring to publicly available
information which includes annual report, company website, media coverage etc.
The large number of items causes the assessment cost very high; furthermore, since
some information are obtained from company website which constantly changes,
the instrument cannot be used if a researcher wants to use a panel data.
Based on the above explanation, this study develops a CG instrument that
refers to ASEAN CG Scorecard. We test the reliability and validity of ASEAN CG
Scorecard to ensure that the items in the scorecard can be included in the CG
practice instrument. The process in developing the instrument is explained below.
The samples are publicly listed companies with complete data and are not
from finance sector. The study covers period from year 2011 until 2013. The
finance industry is excluded because it has a very different financial characteristic
compared to other industries. In addition it is highly regulated, which can affect the
relationship that is tested.
Total observations are randomly selected 160 public companies during
2011 until 2013, excluding those from finance sector. After filtered by the
completeness of financial and capital market data, total observations are 323 firm-
year observations.
Tests are carried out with three simultaneous equation models with two-
stage-least squares (2SLS). The simultaneous equations models are as follows.
, = +
, +
, +
, +
, +
2 !
1, +
# , +
$ !%!, +
&
!, +
' %, +
( !, +
, +
, +
!%, +
, +
2012, +
# 2013, + +, .(1)
, -. , = +
, +
, +
2 !
1, +
1 , +
#
!, +
$ , +
& %, + +
' , +
( , +
!%, +
/%, +
0, +
!, +
, +
# 2012, +
$ 2013, + +,
.....(2)
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Equation (2) consists of two models: one model with Cash-flow Right (CFR) as the
dependent variable and the other model with Cash-flow Leverage (CFL) as the
dependent variable.
The first equation treats CG practice as an endogenous variable, cash-flow
right (CFR) and cash-flow leverage (CFL) as exogenous variables and other
variables as instrument variables. The second equation treats CFR and CFL as
endogenous variables while CG practice as an endogenous variable and other
variables as instrument variables.
In equation (1), according to hypothesis one and two,
and
are
expected to be negative respectively. In equation (2), according to hypothesis
three, when CFR is the dependent variable,
is predicted to be positive while
according to hypothesis four, when CFL is the dependent variable,
is predicted
to be negative. In line with hypothesis 5,
is predicted to be positive while
is
predicted to be negative.
The selection of instrument variables is based on previous studies that have
employed these variables as determinants of CG practice and CFR/CLF. The
definition of variables is provided Table 1.
--------------------------------
Insert Table 1 about here
--------------------------------
Independent variables measuring different dimensions of ownership
structure are explained as follow:
1. Multiple large shareholders (MLS)
Following Attig et al. (2008): we employ two variables as proxies for MLS:
The first one (MLSA) is a dummy variable taking a value of one if the
number of shareholders having control right greater than 10% is two or
more; else zero. The second proxy (CR2OVERCR1) is the ratio of control
right of the second largest shareholder to that of the largest shareholder. The
first proxy measures the existence of MLS while the second proxy indicates
the relative power of the 2nd largest shareholder to the largest shareholder.
The coefficient of MLSA is expected to be positive, reflecting complement
relation between MLS and CG practice when the relative power of the 2nd
large shareholders is relatively small. The coefficient of CR2OVERCR1 is
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CG Practice
--------------------------------
Insert Table 2 about here
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--------------------------------
Table 2 conveys that the average score of CG is very low, at 29.8. The
result is as expected since the CG instrument excludes mandatory non-disclosure
CG requirements. The average score is lower than the average CG score based on
the ASC (44 in year 2012 and 54 in year 2013) since ASC includes some
mandatory items that are assumed practiced by all PLCs being assessed. This score
indicates that generally public companies in Indonesia are not yet exercising good
CG. The large difference between the highest and lowest CG scores (75.0 to 5.9)
and the large standard deviation indicate that there is a very high variation in CG
practice of PLCs in Indonesia. The average scores of all CG components are also
very low with wide variation. Our findings indicate that the improvements in CG
practices in Indonesia have to be performed comprehensively.
Table 3 shows the average CG scores and their components for three years.
The results show that there is an increase in both the average of total CG scores and
their components. This improvement could be partly due to the revision of the FSA
rules by the end of 2012 regarding disclosure in the annual report of public
companies. In addition, during year 2012 and 2013 FSA socialized the ASC to
PLCs and encouraged PLCs to refer to ASC to enhance their CG practice.
--------------------------------
Insert Table 3 about here
--------------------------------
4.2. Descriptive Statistics of Ownership Structure
--------------------------------
Table 4 shows that the ownership structure of public companies in
Indonesia is highly concentrated. On average, the largest shareholder has almost
50% ownership while the average public ownership is only 36%.
More than 50% of companies have only one shareholder with holdings
above 5%. The rest have two or more shareholders with holdings above 5%. These
data suggest that in Indonesia, it is quite prevalent for public companies to have
only a few shareholders with significantly large holdings (i.e. 5%). However, there
is a possibility that some legal shareholders are actually owned by the same single
party.
Table 5 conveys the frequency distribution of 480 firm-year based on the
type of legal shareholder. Legal shareholders are grouped into seven, namely:
Limited Liability Company which is not a listed company, publicly listed company,
the Government or State Owned Enterprise (SOE), Family, Nominee, Financial
Institutions, publicly listed Financial Institutions. Nominee is the entity designated
to represent shareholders. Nominee is generally a bank or custodian.
--------------------------------
Insert Table 5 about here
--------------------------------
to the Annual Report because there are a number of companies that disclose the
information in the Annual Report, and/or 2) by looking through information
searching sites (Google, Yahoo, and so on).
To determine and assign shareholders as part of substantial shareholders,
this study uses a cut-off of minimum 10% ownership, similar to previous studies
(e.g., Claessens et al. (2002a). From tracing, besides being able to identify the
name and type of ultimate owner, the cash-flow right and control right of
substantial shareholders can be calculated. However, from 480 firm-year, there are
64 firm-year of which the largest shareholder based on cash-flow right cannot be
identified. Table 6 conveys the frequency distribution of ultimate owner identities
as well as largest shareholders for 416 firm-year. Almost 90% of public companies
in Indonesia are ultimately owned by family, 8.9% owned by the government, and
1.4% of companies with dispersed ownership.
--------------------------------
Insert Table 6 about here
--------------------------------
The largest shareholder based on domicile can be classified from Indonesia
(domestic) or abroad (foreign). However, domicile abroad is not necessarily that of
foreign shareholders, because many shareholders from Indonesia establish
companies abroad and then these companies own PLCs in Indonesia. Table 7
shows firm-year frequency distribution based on the domicile of the largest
shareholders.
--------------------------------
Insert Table 7 about here
--------------------------------
Table 7 shows that most public companies in Indonesia are owned by
Indonesians (82.7%). There are quite a lot of companies that are owned by foreign
domiciled companies, but the companies are actually owned by Indonesians.
Cash flow right and control right can be calculated if data of shareholder
proportion for each ownership chain is obtained. For some public companies in
Indonesia this cannot be done since the shareholders are Nominee and/or foreign.
Because they cannot be calculated, this study assumes control rights and cash flow
rights are the same. These assumptions lead to bias in the measurement of cash
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flow right and control right variables, i.e. the frequency of companies with same
levels of cash flow right and control right are too high and this may bias the results
toward not supporting the hypothesis.
The average cash-flow right and control right of the largest shareholder is
41.6% and 47.8% respectively, or an average difference (i.e., the Cash-Flow
Leverage) of 6.2%. Further, majority of PLCs have control right greater than cash-
flow right (52.5%). Thus the pyramid ownership structure remains common among
public companies in Indonesia.
A PLC can have several shareholders with significant holdings (i.e. above
10%). Based on 480 firm-year, there are 40.4% firm-year that have two significant
shareholders, 15.2% firm-year that have three significant stockholders, and 3.75%
firm-year that have four significant shareholders. Thus, the existence of multiple
large shareholders is quite common in Indonesia.
--------------------------------
Insert Table 9 about here
--------------------------------
have a positive correlation with CG practice are CFL, DGOV, and DFBD. On the
contrary, the ownership structure variables that have a negative correlation with CG
practice are PUBLICOWN and CR2OVERCR1. Share of public ownership and
share of second largest to total largest shareholder have a negative correlation with
CG practices. Further, the correlation analysis also shows that the ownership
structure, i.e. cash flow right does not have a relationship with CG practice. The
cash-flow right also has a negative relationship with cash-flow leverage and
percentage of second largest shareholder to total shareholders. Thus, firms with
high incentive of expropriation tend to have low cash-flow right.
For control variables, the correlation analysis shows that CG practice has a
positive relationship with firm size while dividend payout ratio and firms cash-in-
hands have a negative correlation with cash flow rights.
--------------------------------
Insert Table 10 about here
--------------------------------
--------------------------------
Insert Table 11 about here
--------------------------------
Hypothesis two states that Cash-flow leverage (CFL) has a negative impact
on corporate governance practice. Based on Table 10, though the coefficient of
CFL is negative, it is not statistically significant while based on Table 11, CFL has
marginally negative effect on CG practice, supporting hypothesis 2. Thus, the
empirical tests marginally support that firms whose controlling shareholder has
higher incentive of expropriation tend to opt for poorer CG practice. The results
also suggest that under poor investor protection environment, controlling
shareholders view the benefits of providing good signal to non-controlling
shareholders by practicing good CG are less than benefits obtained from
expropriating them.
Hypothesis three stipulates that CG practice has a positive impact on cash-
flow right. The results in Table 10 indicate that CG practice (CGI) has a significant
positive influence on CFR, consistent with Suk (2008) and Cueto (2013 This result
supports hypothesis 3 and corroborates our argument that in a country with poor
rule of law, to align the interest of controlling shareholders with other shareholders,
CG practice encourages high ownership of the largest shareholders. Therefore, if
capital market regulator wants to reduce ownership concentration of PLCs, it
cannot rely on internal CG mechanism; instead the regulator has to improve rule on
investor protection and enforce the law.
Hypothesis four states that better CG practice reduces cash-flow leverage of
the largest shareholder. Table 11 shows that the coefficient of CG practice (CGI) is
negative but it is significant only at 88% confidence level. This result weakly
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supports hypothesis 4. One possible reason for the weak impact of CG practice in
reducing the incentive of controlling shareholders to expropriate firms assets is
that various CG mechanisms have just been recently introduced to PLCs in
Indonesia; thus their implementation may not yet be fully enforced and effective.
This explanation is supported by the findings of IICD (2016) documenting that the
level of compliance of the 100 largest PLCs with the CG rules is only 69%. To our
knowledge, hypothesis four has never been tested. Thus the study provide the first
evidence that CG practice can reduce the incentive of controlling shareholders to
expropriate firms assets; however, to be effective, the enforcement of the CG rules
has to be heightened.
In summary, we contribute to the literature providing evidence that high
ownership by the controlling shareholder may substitute good corporate
governance practice in reducing agency costs while better corporate governance
practice results in higher alignment incentive (i.e., higher cash-flow right) and may
lower expropriation incentive (i.e., lower cash-flow leverage) of controlling
shareholders. We also provide evidence that high incentive of expropriation may
result in poor corporate governance practice.
Hypothesis five stipulates that the existence of multiple large shareholders
(MLS) has influence on CG practice. Consistent with the expectation, both table 10
and 11 show that the coefficient of the existence of MLS (DMLSA) is significantly
positive while the coefficient of CR2OVERCR1 is significantly negative. In
combination, the results indicate that when the relative control right of the 2nd
largest shareholder is small, CG mechanism is needed to complement the 2nd
largest shareholder in controlling and mitigating agency costs. Thus, the existence
of MLS counterbalances the power of the largest shareholder by strengthening CG
practice and thus makes it difficult for controlling shareholders to expropriate
company wealth.
However, as the control right of the 2nd largest shareholder becomes closer
to the largest shareholder, the need for CG mechanism becomes less important. The
power of the second largest shareholder becomes relatively stronger, therefore the
second largest shareholder can have more involvement in company affairs and thus
the need to have a high quality CG is not necessary.
The study contributes to the literature since it provides the first evidence
that the existence of MLS complements CG practice when the share ownership of
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the second largest shareholders is much lower than the largest shareholders. As the
share ownership of the second largest shareholders becomes closer to the largest
shareholders, the relation between MLS and CG practice becomes substitutes.
Overall, the empirical results suggest that ownership structure both
substitutes and complements CG practice as alternative control mechanisms to
mitigate agency problem arising from the conflict of interests between the principal
and the agent.
V. Conclusion
The main purpose of this study is to investigate simultaneous relations
between CG practice and ownership structure (i.e. cash flow rights and control
rights). We also examine the effect of multiple large shareholders on CG practice
The result of this study shows that most PLCs carry out poor CG practice,
but during the last three years (2012, 2013, and 2014) there has been a significant
increase. This improvement could be due to the requirements of CG disclosure that
have become more extensive, and/or awareness of companies to implement better
CG practices.
The ownership structure of PLCs in Indonesia is very concentrated. The
majority of direct shareholders are either privately held corporations or nominees.
Most public companies have a pyramid ownership structure and many of them are
domiciled outside of Indonesia. This makes it difficult to identify the ultimate
shareholders and to calculate cash-flow right and control rights for many
companies.
We find that under the condition of weak rule of law, CG practice has a
positive influence on cash-flow right and marginally negative impact on cash-flow
leverage. These findings indicate that companies with better CG practice tend to
encourage the alignment of interests between controlling and non-controlling
shareholders and discourage the entrenchment incentive of controlling
shareholders. We also find that there are weak evidences that cash-flow right and
cash-flow leverage have a negative impact on CG practice. Therefore, a large level
of ownership by controlling shareholders performs as a substitute for CG practice
while higher motivation of controlling shareholders to expropriate firms assets
exacerbates CG practice.
Our study provides first evidence that the existence of multiple large
shareholders enhances CG practice; however, as the ownership right of the second
largest shareholder becomes closer to the largest shareholder, balance of power
becomes more eminent and the need for high quality CG decreases. We also
document that firms controlled by state or foreign shareholders practice better
corporate governance mechanism than other firms. Thus, regulation on CG and
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References
Asian Development Bank (ADB). (2014), ASEAN Corporate Governance
Scorecard: Country Reports and Assessments 2013-2014, ADB.
Aggarwal, R., Erel, I., Stulz, R., and Williamson, R. (2009), Differences in
governance practices between U.S. and foreign firms: measurement, causes,
and consequences, Rev. Financ. Stud., Vol. 22 No. 8, pp. 31313169.
Ang, J., and Ding, D. (2006), Government ownership and the performance of
government-linked companies: The case of Singapore, Journal of
Multinational Financial Management, Vol. 16, pp. 6488.
Ariff, A.M., Ibrahim, M.K., and Radiah, O. (2007), Determinants of firm level
governance: Malaysian evidence, Corporate Governance Vol. 7 No. 5, pp.
562-573.
Arsjah, R.J. (2005), Hubungan CG, Nilai Perusahaan dan Pengelolaan Laba di
Bursa Efek Jakarta, Dissertation, Program Pascasarjana Fakultas Ekonomi,
Universitas Indonesia, Unpublished.
Attig N., Guedhami O., and Mishra D. (2008), Multiple large shareholders,
control contests, and implied cost of equity, Journal of Corporate Finance,
Vol. 14, pp. 721737.
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Other Variables
LOGTA Log Total Assets
SALESGROWTH % of Sales Growth
LIABOA Liabilities/Total Assets
DEBTOA Interest bearing debt/Total Assets
D2012 Dummy Year 2012
D2013 Dummy Year 2013
NIIOA (Net Income + Interest Expense after Tax)/Total Assets
PPEOS Property Plant Equipment/Total Sales
INVOA Investment over assets
DIVPAYOUT Dividend payout ratio = total dividend/total earnings
LOGCASH Log of cash-in-hands
SGAOS (Sales and General Administrative Expenses)/Sales
1
Table 2
Descriptive Statistics of Total CG Scores and Its Components
Std
CG Components Average Max Min Dev
A. Protection of shareholder rights
30,6% 87,5% 0,0% 15,6%
B. Fair treatment of shareholders
19,7% 90,0% 0,0% 13,1%
C. Respect to the rights of
stakeholders 37,9% 100,0% 0,0% 21,4%
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Table 3
Average of CG Score and Its Components on 2012, 2013, and 2014
CG Components
Year A B C D E Level 1 CG Score
2012 28,1% 17,9% 33,4% 35,1% 22,7% 27,4% 26,90
2013 30,3% 20,1% 38,4% 38,5% 25,9% 30,8% 30,17
2014 33,0% 20,8% 41,5% 41,5% 28,4% 33,3% 32,05
Table 4
Percentage of Legal and Public Ownership
2
Table 5
Firm-Year Frequency Distribution by Type of Legal Shareholder
5 Nominee 17 3,5%
6 Financial Institutions 2 0,4%
7 Publicly listed Financial Institutions 3 0,6%
Total 480 100,0%
Table 6
Firm-Year Frequency Distribution based on Ultimate Owner Identity and
Largest Shareholder based on Cash-Flow Rights
Identity Frequency %
Family 373 89,7%
Government 37 8,9%
Widely-held 6 1,4%
Total 416 100,0%
Table 7
Firm-year Frequency Distribution based on
The Domicile of the Largest Shareholders
3
Table 8
Descriptive Statistics of Variables
4
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Table 9
Correlation Analysis
CGI CFR CFL PUBLI DMLS CR2OV DGOV DUNID DFORE DFBD LOGTA SALES PPEOS NIIOA LIABO DEBTO INVOA DIVPA LOGC
-0.063
CFR (0.122)
0.147** -0.397**
CFL
(0.003) 0.000
*
-0.123 -0.036 0.045
PUBLICOWN
(0.012) (0.256) (0.206)
-0.050 -0.039 0.037 -0.023
DMLS
(0.179) (0.238) (0.247) (0.337)
CR2OVERCR -.0116* -0.129** 0.057 -0.036 0.616**
1 (0.016) (0.009) (0.146) (0.255) (0.000)
** **
0.457 -0.016 0.007 -0.131 -0.097* -0.110*
DGOV
(0.000) (0.384) (0.446 (0.008 (0.037) (0.019)
DUNIDENTIF -0.187** 0.031 0.020 0.029 -0.120* -0.104* -0.123**
IED (0.000) (0.283) (0.357) (0.295) (0.014) (0.024) (0.010)
*
0.006 0.012 0.005 0.101 0.056 -0.027 0.033 0.032
DFOREIGN
(0.454) (0.410) (0.465) (0.032) (0.151 (0.306) (0.268) (0.271)
-0.006 0.026 -.0263** -0.004 -0.012 -0.055 0.002 -0.089* -0.247**
DFBD
(0.459) (0.314 (0.000) (0.469) (0.414) (0.151) (0.484) (0.046) (0.000)
** * ** **
LOGTA 0.320 -0.055 0.020 0.108 -0.028 0.014 0.138 -0.142 0.026 0.037
5
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(0.000) (0.154) (0.358) (0.023) (0.301) (0.399) (0.005) (0.004) (0.310) (0.245)
*
SALESGROW 0.029 -0.058 -0.036 0.070 0.102 0.059 -0.025 -0.028 -0.033 -0.041 0.001
TH (0.298) (0.143) (0.252) (0.101) (0.031) (0.135) (0.321) (0.302) (0.265) (0.221) (0.494)
0.034 -.0076 0.074 -0.001 -0.024 -0.020 -0.057 -0.042 0.110* 0.011 0.081 -0.022
PPEOS
(0.269) (0.081) (0.088) (0.495) (0.333) (0.351) (0.141) (0.215) (0.019) (0.421) (0.063) (0.339)
*
-0.010 0.021 0.035 0.076 -0.101 -0.010 0.016 0.018 0.022 0.027 -0.035 0.004 0.010
NIIOA
(0.428) (0.351) (0.263) (0.081) (0.032) (0.425) (0.385) (0.367) (0.341) (0.308) (0.257) (0.471) (0.429)
0.034 0.059 -0.058 0.022 0.078 0.032 0.035 -0.106* -0.014 -0.026 0.240** 0.021 -0.109* -0.049
LIABO
(0.265) (0.139) (0.145) (0.346) (0.076) (0.273) (0.257) (0.023) (0.399) (0.311) (0.000) (0.346) (0.020) (0.180)
**
0.026 0.079 -0.045 0.057 0.058 0.051 0.018 -0.059 -0.032 -0.062 0.172 -0.024 -0.033 -0.023 0.891**
DEBTOA
(0.317) (0.075) (0.207) (0.150) (0.146) (0.177) (0.373) (0.141) (0.277) (0.129) (0.001) (0.328) (0.272) (0.339) (0.000)
-0.033 0.031 -0.052 0.007 0.056 0.032 -0.024 0.082 -0.035 -0.041 0.010 -0.004 -0.006 0.004 -0.037 -0.025
INVOA
(0.274) (0.285) (0.172) (0.449) (0.152) (0.281) (0.332) (0.066) (0.262) (0.226) (0.430) (0.471) (0.457) (0.471) (0.247) (0.326)
**
-0.023 -0.133 0.072 -0.077 -0.026 0.039 0.035 -0.013 0.070 -0.024 0.049 -0.016 -0.021 -0.015 -0.032 -0.066 -0.023
DIVPAYOUT
(0.338) (0.007) (0.094) (0.081) (0.321) (0.241) (0.262) (0.409) (0.101) (0.333) (0.186) (0.385) (0.351) (0.390) (0.280) (0.114) (0.340)
0.058 -0.125* 0.019 0.003 0.050 0.056 -0.051 0.010 0.140** 0.023 (0.048) -0.049 -0.066 0.006 -0.055 -0.046 -0.005 0.111*
LOGCASH
(0.146) (0.011) (0.365) (0.477) (0.182) (0.152) (0.176) (0.429) (0.005) (0.338) (0.193) (0.184) (0.115) (0.457) (0.156) (0.200) (0.460) (0.022)
* * ** **
0.090 -0.031 -0.041 -0.115 (0.039) -0.024 -0.046 0.003 -0.011 0.086 0.074 -0.024 0.165 0.026 0.032 0.019 0.189 -.0104* 0.041
SGAOS
(0.050) (0.283) (0.225) (0.018) (0.240) (0.331) (0.200) (0.481) (0.420) (0.059) (0.088) (0.328) (0.001) (0.319) (0.280) (0.364) (0.000) (0.028) (0.227)
**. Correlation is significant at the 0.01 level (1-tailed); *. Correlation is significant at the 0.05 level (1-tailed); p-value is provided in parentheses.
CGI = CG Index, PUBLICOWN = % of Public Ownership, DMLSA = Dummy one if Multiple Large Shareholders or else zero, CR2OVERCR1A = Ratio of Cash flow Right
of Second Largest shareholder to the largest shareholder, PS1DGOV = Dummy one if Controlling shareholder is Government or else zero, PS1DUNIDENTIFIED = Dummy
one if Controlling shareholder is unidentified or else zero, PS1CFRA = Cash flow Right of the largest shareholder, PS1CFLA = Cash flow Leverage (i.e. Control Cash
flow Right) of the largest shareholder, DASING = Dummy one if the largest shareholder is foreign or else zero, DATD = Legally foreign owned but in substance domestic,
LOGTA = Log Total Assets, SALESGROW = % of Sales Growth, LIABOA = Liabilities/Total Assets, DEBTOA = Interest bearing debt/Total Assets, D2012 = Dummy Year
2012, D2013 = Dummy Year 2013, NIIOA = (Net Income + Interest Expense after Tax)/Total Assets, PPEOS = Property Plant Equipment/Total Sales, INVOA = Investment
over assets, SGAOS = (Sales and General Administrative Expenses)/Sales
6
Table 10
The Simultaneous Relation between Corporate Governance Index (CGI) and
Cash Flow Rights of the Largest Shareholder (CFR)
CGI CFR
Coefficient p-value Coefficient p-value
Intercept -0.071 0.410 2.254*** 0.000
***
CGI 1.591 0.009
CFL -0.210 0.133
CFR -0.209 0.188
PUBLICOWN -0.192 0.138
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7
Table 11
The Causality Output Statistics of Corporate Governance Index (CGI) and
Cash Flow Leverage of the Largest Shareholder (CFL)
CGI CFL
Coefficient p-value Coefficient p-value
Intercept -0.107 0.511 -0.158 0.132
CGI -0.247 0.119
CFL -0.645* 0.059
CFR -0.172* 0.078
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8
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