Managerial Ownership and Firm Value: Evidence from China’s Civilian-run Firms Wenjuan Ruan School of Accounting and Finance University of Wollongong, NSW, 2522 Tel: (61) - 2 4221 5528 Email: [email protected]Gary Tian School of Accounting and Finance University of Wollongong, NSW, 2522 Tel: (61) - 2 4221 4301 Email: [email protected]Shiguang Ma School of Accounting and Finance University of Wollongong, NSW, 2522 Tel: (61) - 2 4221 3312 Email: [email protected]This version: August 15, 2009 1
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Managerial Ownership and Firm Value: Evidence from China’s Civilian-run Firms
Managerial Ownership and Firm Value: Evidence from China’s Civilian-run Firms
Abstract The conflict of interest between managers and shareholders reminds us of the necessity for an
appropriate level of managerial ownership that ensures management decisions align with the benefit
of shareholders. Prior evidence has demonstrated associations between managerial ownership,
financial decisions and firm value in developed markets. This paper extends prior research by
examining the influence of managerial ownership on firm performance through capital structure
choices using examples of China’s civilian-run listed firms from 2002 to 2007. The empirical results of OLS regressions on civilian-run listed firms replicate the nonlinear
relationship between managerial ownership and firm value. Managerial ownership also drives the
capital structure into a nonlinear shape, but with an opposite direction to the shape of managerial
ownership on firm value. The results of simultaneous regressions suggest that managerial ownership
impacts capital structure, which in turn, affects firm value. We also prove the endogeneity of capital
structure in China’s civilian-run listed companies.
Keywords: Managerial Ownership; Capital Structure; Firm Value; Civilian-run Firms
JEL Classification: G31; G32, G34
2
1 Introduction
The effects of managerial ownership on firm value have been of particular research interest in
corporate finance (Denis and McConnell, 2003). It is generally known that managers’ and
shareholders’ interests are not fully aligned. The conflict of interest between management and
shareholders incurs agency problems that reduce firm value. Thus, increase of managerial ownership
from a low level not only helps to connect the interests of insiders and shareholders, but also leads to
better decision making leading to a higher firm value. However, when the equity owned by
management gets to a certain level, the increase of managerial ownership may provide managers
with greater freedom to pursue their own benefit without fear of decreasing firm value. Only, when
managerial ownership approaches a considerably high level, the agency problem can be largely
mitigated and the firm value is able to be maximized. The managerial ownership and firm value,
therefore, is hypothesized as a nonlinear relationship.
However, most cited literatures focused on the relationship between managerial share holding
and firm performance in the developed market. To some extent, because of the absence of strong
legal protections and other governance mechanisms, agency problems in many emerging markets are
relatively more severe than that in developed countries (La Porta et al., 1998; Wei et al., 2005).
Claessens and Djankov (1999) examined the relationship between management equity incentives
and firm performance for 706 Czech firms. They found and suggested that firm profitability changes
in human capital are quite important in bringing about improvement of corporate performance in
transition economies. Bunkanwanicha et al. (2008) investigated the relation between debt,
managerial behaviour and firm performance in Thailand and Indonesian markets. Their results
highlight the importance of the country-specific institutional settings in this issue.
In the drive to achieve transition aim from planned and command economy to market economy,
China established two stock markets of Shanghai Stock Exchange in 1990 and Shenzhen Stock
Exchange in 1991. In the initially several years after the market established, most listed companies
came from state-owned enterprises (SOEs); later on many non-state-owned companies have been
listed on the market as well. The recent widely recognized categories of equity ownership in China’s
listed firms are as state-owned ownership, legal-person ownership, civilian ownership, foreign
investor ownership, collective ownership, social groups ownership, employee ownership etc, which
are quite different from those in developed countries. With the development and maturity of listed
companies and capital markets, more and more China’s companies are prone to adopt western
corporate governance. Managerial ownership is one of these practices.
Another unique characteristic of the Chinese market is the rapidly growing number of civilian-
run firms. The civilian-run companies were built up by the natural persons, rather than the central or
local government or existing legal entity. Some of them have become listed firms through IPO
process or via takeover of a listed firm. Compared to state owned enterprises (SOEs, it implies the
companies with largest ownership belonging to the state), the civilian-run firms have much more
the degree of managerial entrenchment and entrenched managers seek to avoid debt. Brailsford et al.
(2002) used evidence of Australia to get a nonlinear relation between the level of equity steak owned
by insiders and capital structure measured by debt-equity ratio, and supported the effects of
convergence-of-interests and management entrenchment.
However, the literature previously cited largely focus on the relationship between managerial
share holding, financial policies and firm value in developed economies. Debate on whether such a
relationship has universal relevance in corporations within emerging markets is not yet resolved.
Several recent articles studied corporate governance in emerging (or transition economy) markets,
focusing on the relation between ownership structure and firm value (Lins, 2003; Wei, et al., 2005
etc.). All these studies found that there is a nonlinear relationship between managerial ownership
and firm value in a large number of emerging markets, revealing that management and insiders have
the ability to engage in expropriation of other shareholders’ benefits.
Corporate insiders in China’s listed companies often gain control over a firm not only by
swinging the votes their way, but also through non-pecuniary benefits, such as staff consumption,
building up “management empire” etc. So we argue that agency problems in China are more severe
due to the emerging market environment and weak legal protection for outside shareholders.
Resolving the agency problem between managers and shareholders in these companies can not help
to protect the interests of stockholders, but rather it would play a positive role in the reformation of
Chinese economic system. But as the state owned enterprises has too less of managerial ownership
as we investigated, we exclude these state-owned companies in our selected sample in this paper.
Since quick development of civilian-run companies, we focus on the issue of how managerial
behavior in accordance with shareholder ownership influences both firms’ financing behavior and
firms’ value in China’s civilian-run listed firms in this paper.
On the basis of theoretical analysis and empirical evidence from literature review, we develop
following hypotheses in this study:
H1: There is a nonlinear “N” shape between managerial ownership and firm value, which
represents the change of the alignment between managers’ interest and shareholder’s wealth in
terms of managerial ownership level.
H2: There is a nonlinear “inversed N” shape between managerial ownership and capital
structure, which represents the change of the managers’ incentive motivated by their ownership
in the firm.
H3: Managerial ownership affects capital structure which, in turn, affects firm value.
3 Data and statistics
In this study, we mainly use civilian-run enterprises listed in both Shanghai and Shenzhen
Stock Exchange. When a listed firm is finally controlled by an individual rather than the state or a
legal person or other ownership type, we define this firm as a civilian-run company. The sample
7
consists of 723 observations of China’s civilian-run listed firms from 2002 to 2007. From 2001,
Chinese companies implemented the New Accounting Standards and Policies, so we start our
sample from 2002. As 2008 is the beginning year of the global financial crisis, and the Chinese stock
market fell sharply, we didn’t use data from 2008 in our study. From 2005, the China Securities
Regulatory Commission has launched the Reform of Non-tradable Shares, which is influencing the
ownership structure of listed firms. We investigate the mean percentage of tradable shares in listed
companies was increased from 41.53% in 2005 to 47.61%, 52.88% and 59.01% in 2006, 2007 and
2008 respectively. While the mean managerial ownership in civilian-run listed firms are almost the
same, as 9.88%, 10.21%, 10.07% and 10.09% in 2005, 2006, 2007 and 2008 respectively. Therefore
we consider the Reform of Non-tradable Shares from 2005 is not a matter that may alter our
evidence.
We exclude ST, PT1 firms and firms in financial and insurance industry from this subsample
first. Then we exclude firms with missing data or incomplete information for our modelling. The
final sample consists of 197 civilian-run listed firms from 2002 to 2007; which is an unbalanced
panel data set with 723 firm-year observations. All of the data are extracted from CCER database,
which is developed by the Beijing Sinofin Information Service Limited Company. But we make
some necessary supplement about the data from annual report from Shanghai and Shenzhen Stock
Exchange webpages.
Managerial ownership has been articulated in Holderness (2003) investigation of US equity
ownership by insiders and blockholders, where insiders are defined as the officers and directors of a
firm. Cho (1998) defined “insider ownership as the fraction of shares, not including options, held by
officers and directors of the board” (pp. 106). Davies et al. (2005) took managerial ownership as
having a stake in all board members’ shareholding. Following these definitions, we use ownership
stake of all board members as a proxy of managerial ownership.
Table 1 describes managerial ownership, Tobin's Q, and capital structure for the sample of 197
civilian-run enterprises from 2002 to 2007. The mean combined ownership of all board members is
9.31%, which is almost double that of 4.6% in S&P 500 firms in 2005 (Ruan et al., 2009), but still
much smaller than 12.14% of mean insider ownership in Fortune 500 firms in 1991 (Cho, 1998).
The Tobin’s Q in 2002 to 2007 ranges from 0.326 to 10.207 with a mean of 1.413. The leverage
ratio measuring capital structure ranges from zero to as large as 0.953. The mean leverage ratio is
0.481 that is almost the same as the median of 0.497. The skewness of three variables show that both
managerial ownership and Tobin’s Q are right-skewed, while leverage ratio is negative skewed. The
values of kurtosis present that the distribution of Tobin’s Q is much steeper than that of the other
two variables.
1 Chinese listed firms have been classified by the China Securities Regulatory Commission (CSRC) as “special treatment” (ST) or “particular transfer” (PT) firms for the purpose of protecting investor’s benefits. If a listed firm has negative profits for two consecutive years, it will be designated as an ST firm. If it continues to get loss for one more year, it will be designated as a PT firm. A PT firm will be delisted if it can not turn profitable within another year (Bai et al., 2002).
MANA stands for the proportion of managers’ stockownership, Q stands for Tobin’s Q, namely
firm value. The regression results with and without control variables between managerial ownership
and Tobin’s Q are in Table 3. According to the result insignificance of Hausman test, we adopt the
period random effect model with unbalanced panel data from 2002 to 2007.
[Table 3 here]
Table 3 shows the results of OLS regressions of managerial ownership and other firm
characteristics on Tobin’s Q. The intercept coefficients, which are the estimation of Tobin’s Q in
firms without managerial holdings, are 1.23 and 2.97 in equations with and without control variables.
Each coefficient about managerial ownership is of the expected sign, but the significance is not as
satisfactory as other research (e.g., Morck et al., 1988; McConnell and Servaes, 1990; Cho, 1998;
Himmelberg et al., 1999; Davies et al., 2005). MANA is significant at 5% levels in equations with
and without control variables. The squared managerial ownership (MANA2 ) has significant negative
effect on Tobin’s Q at 10% level in equation without control variables, but the coefficient is not
significant in the equation with control variables. The R square is relative larger in the equation with
control variables than that in the equation without control variables. These R squares are close to
those in other relevant papers (e.g., McConnell and Servaes, 1990; Cho, 1998; Davies et al., 2005).
We then calculate turning points by differentiating Tobin’s Q with respect to managerial ownership.
The average of two turning points of equations without control variables are:
MANA=17.5%; and MANA=64.3%
As was expected, Tobin’s Q firstly increases when managerial ownership is less than 17.5%,
and then it declines until managerial shareholding reaches to 64.3%. Finally Tobin’s Q rises again
slightly as managerial ownership is over 64.3%. This result validates Hypothesis 1 that was
2 For the number of turning points of managerial ownership to firm value, Morck et al. (1988) found two points; McConnell and Servaes (1990) modelled as a quadratic function, which had only one turning point; Cho (1998), Miguel et al. (2004) found two points following Morck et al. (1988); while Davies et al. (2005) used quintic equation and got four turning points. We don’t think the point numbers matter; however, the most important thing is how to explain the significance of each turning point. According to the theoretical predictions and results of the descriptive statistics of this study, we decided to use a cubic model, which means two extremum points and three intervals of managerial share ownership as we predicted.
10
discussed in the theoretical predictions. As an N shape, at low levels of managerial ownership, an
increase in management equity holding would closely align with the interests of managers and
shareholders thereby increasing corporate value. However, at relatively high levels of managerial
ownership, an increase in management equity shareholding makes management more entrenched
and less subject to market discipline thereby reducing corporate value (Cho, 1998). When
managerial ownership goes up to a considerably high level, the interest between managers and
shareholders are fully aligned. In this situation, management would pursue best firm performance
and firm value would be increased.
This nonlinear tendency is consistent with the results of Morck et al. (1988) and Cho (1998).
However, the turning points are different. Morck et al. (1988) used a piecewise regression on a
sample of Fortune 500 firms and found two extrimum values of managerial ownership being 5% and
25%. Cho (1998) used a gird searching technology with a sample of Fortune 500 firms as well and
found the turning points of managerial ownership to be 7% and 38%. Miguel et al. (2004) used
unbalanced panel data of 135 Spanish companies and found the two turning points to be 35% and
70%.
The sample differences in firms and study period may be possible reasons for the variation in
pairs of turning points. However, we suspect that the sample differences in market background are
the main explanation for the differing turning points. Under the developed market institution, the
study by Morck et al. (1988), Cho (1998), Davies et al. (2005) gave us evidence from the American
market. In the Chinese market, because of the weak protection, management have to take a
considerable large ownership, so that they would have the interest convergence with other
shareholders. Meanwhile, the sample time in this study is more approaching to present than the
studies about American companies. We argue that, due to the evolution of corporate governances
and regulations, both in developed and emerging market, the thresholds of managerial ownership for
either self-interested decision making or interest alignment between managers and shareholders have
moved up. In other words, managers need more ownership to obtain sufficient voting power to make
decisions that are in their own interest (Ruan et al., 2009). Therefore, more managerial ownership is
required for a full interest alignment between managers and shareholders in China’s civilian-run
listed firms.
4.2 Managerial ownership and capital structure
Based on the analysis of the theoretical predictions, we here examine the relationship between
managerial ownership and capital structure. For the convenience of a further comparison, and
according to the description in Table 2, we present model (2) below by modifying model (1).
According to the insignificant result of Hausman test, we adopt the random effect model, which is
the same as we did in model (1). The regression results are in Table 4.
In Table 4, MANA stands for the proportion of managerial ownership, CS stands for capital
structure, which is defined as total debt divided by total assets. All the coefficients are of the
expected signs and statistically significant at the 1% level. Then we calculate points of extremum
and intersection via derivation. The two turning points of equations without control variables are:
MANA = 17.8%; and MANA = 46.4%
The results of model (2) show negative relationships between managerial ownership and
leverage ratios when managerial ownership is in the range from 0% to 17.8% or beyond 46.4%;
while a positive relationship between managerial ownership and leverage ratios exists when
managerial ownership is in the range from 17.8% to 46.4%. This result validates our prediction and
Hypothesis 2. First, when the level of managerial ownership is low, an increase in managerial
ownership has the effect of aligning management and shareholders’ interests (Brailsford et al., 2002).
The main objective of managers is to maximize shareholders’ wealth and to achieve higher firm
performance by using less debt to avert financial distress. Thus a negative relationship exists
between managerial ownership and capital structure (Berger et al., 1997). Second, as the increase of
managerial ownership, external block holders may not have the ability to prevent self-interested
managers from indulging in non-maximizing behaviour. Board members become entrenched with
significant voting power and influence and begin to manipulate the debt ratio to achieve self-
interests. For example, they may increase debt to obtain more cash, therefore make suboptimum
investment decisions or build a “management empire”. However, when corporate managers hold a
considerable proportion of a firm’s shares (over 46.4%); managers have their own interests aligned
with those of shareholders. The entrenchment effect decreases, resulting in reduced debt ratio as
managers seek to reduce bankruptcy risks, or alternatively, the agency-related benefits from the use
of debt are substituted through managerial ownership. Brailsford et al. (2002) examined the
relationship between ownership structure and capital structure with a sample of top 500 companies
listed on the Australian Stock Exchange over the period 1989 to 1995. Their results indicate a
nonlinear inverted U-shaped relationship between the level of managerial ownership and leverage
ratios. The results of this study could supplement the evidence from Brailsford et al. (2002).
The regression results of models (1) and (2) and the estimated turning points can be shown
graphically in Figure 1. The track generated by model (1) displays a nonlinear relationship between
managerial ownership and Tobin’s Q, indicating that firm value increases as managerial ownership
rises from zero to 18% of P1 at point A. Firm value then fall down as board ownership increases,
until another value of 64% of P3 at point D is reached. Finally, firm value increases slightly again for
managerial ownership levels above 64%. The relationship between capital structure and managerial
ownership is also non-monotonic, as described by the track generated by model (2). The value of
capital structure decreases to point B in managerial ownership less than 18%, and then the value of
debt ratio increases to point C until managerial shareholding reaches to point P2, which is with 46%
12
of managerial ownership; while the value of leverage goes down again when the stake of managerial
ownership is over 46%. The coincidence of 64% and 46% of managerial ownership may be due to
the limited sample of observations in the ranges over 45% compared to the multitude of sample
observations in the ranges with less managerial ownership. But to the other hand this may reflect
that in China’s present institutional environment and corporate governance background, the
relationship among managerial ownership, capital structure and firm value is more complicated than
that in developed market.
[Figure 1 here]
Figure 1 clearly shows the three levels of managerial ownership. At a low level of managerial
ownership (less than 18%), external discipline and internal controls or incentives dominate
managers’ behaviour (Fama, 1980; Davies et al., 2005). Managerial labour markets operate on the
principal that poorly performing managers can be removed and appropriately disciplined (Davies et
al., 2005). Managers have sufficient incentive to adopt financial policies such as debt decisions that
avert financial distress and achieve better firm performance. As the level of managerial equity
ownership rises beyond a certain level (approximately 18%), managerial objectives begin to be
entrenched. Internal mentoring and external discipline become weak. This lack of disciplinary
control over management may strengthen managers’ ability to pursue their own benefits at the cost
of decreasing firm value by using suboptimal corporate policies. As the level of managerial
ownership reaches a considerably high value (in this study, 46% and 64%), managers align their
interests with those of other owners, which leads to value maximization management behaviour, as
predicted by Jensen and Meckling (1976). For example, managers use less debt to avert being
purchased or increase financial risk.
According to the results of OLS regressions, we got proof of Hypothesis 1 and 2. In the
theoretical prediction of Hypothesis 3, we conjecture that managerial ownership affects capital
structure, which in turn affects firm value in China’s civilian-run listed firms. However, we could
not confirm this transmitting association without a stricter test. Next, we estimate a simultaneous
equations model to test this relationship.
4.3 Managerial ownership, capital structure and firm value
To capture the potential multiple relationship between managerial ownership, capital structure
and firm performance, we applied a set of simultaneous equations using the two-stage least square
(2SLS) method.
Managerial ownership=f (firm value, capital structure, ROA) (3)
Firm value=g (managerial ownership, capital structure, size) (4)
Capital structure=h (managerial ownership, firm value, ROA, CR5) (5)
13
We estimate the simultaneous equations with control variables 3 . ROA in equation (3) and
equation (5) is defined as net income is divided by the total asset in the year end. CR5 is the
ownership sum of the first five largest shareholders, which is a proxy of ownership concentration.
Table 5 reports the regression results of the simultaneous equations. First, for the multiple
relationship between managerial ownership, capital structure and firm value, as Cho (1998) and
Himmelberg et al. (1999) documented, once endogeneity is controlled, the perceived impact of
managerial ownership on corporate value disappears. The results of the firm performance equation
of model (4) in Table 5 suggests that the levels of managerial shareholding do not influence firm
value significantly, which contrasts with the OLS results of model (1). This evidence reflects the
complicated causality between firm value and managerial ownership, and other variables may act as
intermediates to assist managerial ownership, in turn imposing effects on firm performance. Capital
structure has a negative influence on firm value as described by the results of equation (4); this is the
evidence of its intermediate function. Managerial ownership also has significant effects on capital
structure, as shown in the result of capital structure equation (5) 4 in the last column of Table 5.
Therefore, these results address the influence of managerial shareholding on capital structure, which
in turn affects firm value.
[Table 5 here]
The results of equation (3) in Table 5 also suggest that the ownership of board directors is
insignificantly affected by Tobin’s Q, which is consistent with the result found by Demsetz and
Villalonga (2001), but is different from that in Cho (1998), Kole (1995), and Davies et al. (2005) , in
which that managerial ownership is endogenously determined. In equation (3), ROA has an
insignificant coefficient, which suggests that earnings have insufficient influence on managerial
ownership. Cho (1998) and Davies et al. (2005) use volatility in their managerial ownership
equations and obtained similar results. Furthermore, the negative and significant coefficient of
capital structure in model (3) suggests that board directors in firms with lower debt hold a larger
fraction of their firm’s shares.
The second column of Table 5 represents the coefficients of model (4). Relevantly, asset size is
quite a significant determination of firm performance. Therefore, we also use company size as a
control variable in equation (4). We measure firm size as the logarithm of total assets. As shown in
Table 5, there is a negative function of company size to firm value, which echo the findings of
McConnell and Servaes (1990), Miguel et al. (2004), and Berger and Patti (2006). But the
coefficient is insignificant, which is different from McConnell and Servaes (1995). 3 This study also advances dummy variables representing industry effect, based on three-digit Standard Industrial Classification (SIC) codes. Because the coefficients of industry variables are not significant, we eliminate them in the final results. 4 For the coefficients in the capital structure equation, each slope coefficient is of the expected sign and is statistically significant at the 1% level. The extremum turning points of model (5) through a derivation are MANA = 17.2%, 46.3%, which is almost the same as the results of model (2).
14
The significant negative coefficient of capital structure in equation (4) requires more discussion.
Morck et al. (1988) found that leverage has a negative but insignificant impact on corporate value,
and attributed this to the possibility that managers in highly leveraged firms might hold a higher than
average level of ownership (Davies et al. (2005). Demsetz and Villalonga (2001) interpreted the
negative association between leverage and firm value as being due to the relative inflation between
the current time period and the earlier time period when companies had issued much of their debt.
However, contradicting these results, McConnell and Servaes (1990) report a positive significant
coefficient for leverage ratio on firm performance. Leverage is one way of imposing external
discipline on management and, if effective, leads to increased corporate value. In China, many
civilian-run firms have more constrains in getting loans from banks and bond markets comparing
with state owned enterprises. As Huang and Song (2006) explained, China’ listed firms with higher
Tobin’s Q means they have good growth opportunity in the future. These firms with brighter growth
opportunities tend to have lower leverage aiming to avert the wealth transfer from shareholders to
creditors. In this study, the negative association between capital structure and firm value also meets
the requirement of being an intermediate variable of managerial ownership on firm performance.
Thus, we can take this negative relationship as evidence of both Hypothesis 2 and Hypothesis 3, as
discussed in theoretical predictions.
ROA measures a firm’s efficiency at generating profits from every dollar of assets. It shows
how well a company uses investment dollars to generate earnings growth. ROA was found to be
negative and significant related to the level of capital structure for the results of model (5).
Noticeably, some of the literature uses the accounting profit rate to measure firm performance, such
as ROE in Demsetz and Lehn (1985), and profitability in Chaessens and Djankov (1999). However,
some critics might say that accounting profit rate is backward-looking and Tobin’s Q is forward-
looking (Demsetz and Villalonga, 2001). In this study Tobin’s Q influences capital structure as
significant as ROA (-0.02 of Tobin’s Q and -0.06 of ROA on capital structure). Therefore, the
argument between Tobin’s Q and ROA do not exist in China’s civilian-run firms. We viewed
another important result from the simultaneous equations as being the endogenous character of
capital structure. The significant influence from firm performance variables on capital structure are
consistent with the results of Titman and Wessels (1988), Ozkan (2001) etc. Taken together, the
capital structure is not only an intermediate variable of influence between managerial ownership and
firm value, but also an endogenous variable which should not be neglected in China’s civilian-run
companies.
4.4 Robustness test
In this robustness test section, we would like to use piecewise regression with simultaneous
equations to explore whether considering different ranges of managerial ownership provides results
that significant difference from those estimated via model (3), (4) and (5). The sample consists of
197 China’s civilian-run listed firms from 2002 to 2007. The models are as follow and the
15
estimations are reported in Table 6.
Managerial ownership=f (firm value, capital structure, ROA) (6)
Firm value= g (piecedwised managerial ownership, capital structure, size) (7)
Capital structure=h (piecedwised managerial ownership, firm value, ROA, CR5) (8)
The piecewised managerial ownership (MANA) in firm value model (7) and capital structure
model (8) are defined by the results of turning points (18%, 64%) from equation (1) and turning
points (18%, 46%) from equation (2):
MANA up to 18% = managerial ownership if managerial ownership < 0.18,
= 0.18 if managerial ownership of firm >=0.18.
MANA 18% to 64%= 0 if managerial ownership < 0.18,
Note: Managerial ownership is the ratio of shares owned by all board members to total shares outstanding. Tobin's Q is market value of assets divided by book value of total assets; which is extracted from the CCER database. Capital structure is the ratio of total debt to total assets. The sample is 197 civilian-run Chinese listed firms in 2002 to 2007 from the Shenzhen and Shanghai Stock Exchange. There are 723 firm-year observations in total.
Table 2. Mean values of Tobin’s Q and capital structure by managerial ownership levels
55%<=MANA 20 1.0961 0.5145 0.3739 0.2155 Note: MANA is the proportion of managerial ownership, which is the ratio of shares owned by all board members to total shares outstanding. Tobin's Q is from CCER database. Capital structure is the ratio of total debt to total assets. The sample is 723 firm-year civilian-run listed observations from 2002 to 2007.
Table 3. Results of OLS on Tobin’s Q with managerial ownership from 2002 to 2007
constant MANA MANA2 MANA3 Capital structure Size Industry
dummy R2 F-statistic
panel observations
1.2346 (5.27)***
2.3664 (2.07)**
-8.6090 (-1.77)*
7.0211 (1.38) 0.008 1.9819 723
2.9666 (3.84)***
2.7402 (2.35)**
-7.3924 (-1.50)
3.0382 (0.59)
-0.4586 (-2.64)**
-0.1497 (-1.72)* Yes 0.032 4.6583 723
Note: ***, ** and * represent significance at 1% and 5% levels respectively. Panel observations are unbalanced from 2002 to 2007. Tobin’s Q is the dependant variable. MANA stands for managerial ownership. MANA2 and MANA3 are the quadratic and cubic terms of MANA.
Table 4 results of OLS on Capital structure with managerial ownership from 2002 to 2007
constant MANA MANA2 MANA3 CR5 ROA Industry dummy R2 F-
statistic panel
observations 0.5117 (69.40)***
-1.5120 (-6.22)***
5.8719 (5.65)***
-6.0928 (-5.61)***)
0.086
22.511 723
0.5799 (25.75)***
-1.3733 (-5.67)***
5.4140 (5.24)***)
-5.6118 (-5.19)***)
-0.1376 (-3.07)***
-0.0608 (-3.18)*** Yes
0.112
18.153 723
Note: ***, ** and * represent significance at 1% and 5% levels respectively. Panel observations are unbalanced from 2002 to 2007. Capital structure is the dependant variable. MANA stands for managerial ownership. MANA2 and MANA3 are the quadratic and cubic terms of MANA.
20
Table 5. Simultaneous regression analysis using two-stage least squares method.
Variable Managerial ownership (3)
Firm value (4)
Capital structure (5)
Constant term 0.1920(9.11)*** 2.9666(2.87)*** 0.6126(24.46)***
Tobin’s Q -0.0021(-0.35) -0.0172(-2.87)***
ROA 0.0257(1.32) -0.0553(-2.90)***
Capital structure -0.2031(-5.62)*** -0.4586(-1.84)*
MANA 2.7402(1.26) -1.2963(-5.37)***
MANA2 -7.3924(-1.12) 5.1720(5.04)***
MANA3 3.0382(0.44) -5.4323(-5.06)***
SIZE -0.1497(-1.29)
CR5 -0.1579(-3.51)***
Number of observations 723 723 723
Note: Tobin's Q is market value of assets divided by book value of total assets. ROA is the net income divided by the total asset in the year end. CR5 is the ownership sum of the first five largest shareholders. Capital structure is the ratio of total debt to total assets. MANA is the proportion of managerial ownership, which is the ratio of shares owned by all board members to total shares outstanding. The quadratic and cubic terms of MANA are MANA2 and MANA3. Size is the logarithm of total assets. Managerial ownership is the ratio of shares owned by all board members to total shares outstanding. Capital structure is the ratio of total debt to total assets. The sample is 197 Chinese civilian-run listed firms from 2002 to 2007; the unbalanced panel data construct 723 observations. *** and ** represent significance at 1% and 5% levels respectively.
21
Table 6. Robustness test using simultaneous regression with two-stage least squares method
Variable Managerial ownership (6)
Firm value (7)
Capital structure (8)
Constant term 0.0786(3.56)*** 5.1034(8.91)*** 0.2017(5.07)***
Tobin’s Q -0.0036(-0.79) -0.0828(-4.67)***
ROA 0.0177(0.98) -0.0269(3.03)***
Capital structure -0.0156(-2.52)** -0.0347(-3.08)***
MANA up to 18% 0.7643(0.66)
MANA 18% to 64% -1.8521(-1.02)
MANA over 64% 1.2537(0.22)
CR5 4.5693 (1.75)
SIZE -1.0756(-4.67)***
MANA up to 18% -0.3822(-4.42)***
MANA 18% to 46% 0.1956(1.95)**
MANA over 46% -0.7937(-1.98)**
Number of Observations 723 723 723
Notes: Tobin's Q is market value of assets divided by book value of total assets. ROA is the net income divided by the total asset in the year end. CR5 is the ownership sum of the first five largest shareholders. Capital structure is the ratio of total debt to total assets. Size is the logarithm of total assets. Managerial ownership is the ratio of shares owned by all board members to total shares outstanding. The sample is 197 China’s civilian-run listed firms from 2002 to 2007; the unbalanced panel data construct 723 observations. *** and ** represent significance at 1% and 5% levels respectively.
Tobin’s Q/Capital structure
C
P1 P2
Capital structure
Tobin’s Q A
B
P1 = 0.18 P2 = 0.46 P3 = 0.64
P3 Managerial ownership
D
Figure 1. Relationship among firm value, capital structure and managerial ownership