About this item
- Title
- Co-opted boards and bidder performance
- Content partner
- University of Otago
- Collection
- Otago University Research Archive
- Description
Purpose: Defining co-opted directors as those who join a company's board after an incumbent chief executive officer assumes office, this study aims to investigate the influence of co-opted boards on bidder performance.
- Format
- Research paper
- Research format
- Scholarly text / Journal article
- Thesis level
- Article
- Date created
- 2025-01-09
- Creator
- Shams, Syed / Luong, Hoa / Ovi, Nafisa Zabeen
- URL
- https://hdl.handle.net/10523/44502
- Related subjects
- Mergers and acquisitions / Bidder performance / Cumulative abnormal returns / Board co-option
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Copyright © The Author(s) 2025. This work was first published in China Accounting and Finance Review (Emerald Publishing Limited). This is an open access article distributed under the terms of the Creative Commons Attribution 4.0 International License (http://www.creativecommons.org/licenses/by/4.0/), which permits unrestricted use, sharing, adaptation, distribution and reproduction in any medium or format, provided that the original work is properly attributed to the creator(s) and the source, a link to the Creative Commons license is provided, and any changes made are indicated.
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Report this itemDigitalNZ brings together more than 30 million items from institutions so that they are easy to find and use. This information is the best information we could find on this item. This item was added on 13 January 2025, and updated 16 January 2025.
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