Forthcoming and Online First Articles

International Journal of Corporate Governance

International Journal of Corporate Governance (IJCG)

Forthcoming articles have been peer-reviewed and accepted for publication but are pending final changes, are not yet published and may not appear here in their final order of publication until they are assigned to issues. Therefore, the content conforms to our standards but the presentation (e.g. typesetting and proof-reading) is not necessarily up to the Inderscience standard. Additionally, titles, authors, abstracts and keywords may change before publication. Articles will not be published until the final proofs are validated by their authors.

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International Journal of Corporate Governance (2 papers in press)

Regular Issues

  • Effect of CEO-TMT pay ratio on the value of new product introductions   Order a copy of this article
    by Prachi Gala, Saim Kashmiri, Cameron Nicol 
    Abstract: This study attempts to investigate the unexplored role played by a key corporate governance factor (CEO-TMT pay ratio) in explaining the variance in stock market response to new product introductions. Results of an event study support the authors’ hypotheses that the stock market reacts less positively to announcements about new product introductions when the firms introducing these products have high CEO-TMT pay ratios. We also find that high advertising intensity and a history of many new product introductions tend to attenuate the negative impact of CEO-TMT pay ratio. A history of many corporate social concerns, however, tends to further strengthen this impact. These results have important implications for board members, investors, customers, compensation committee members, and scholars investigating the valuation of new product introductions.
    Keywords: CEO-TMT pay ratio; compensation; new product introductions; event study; abnormal stock returns; advertising; corporate social concerns.
    DOI: 10.1504/IJCG.2024.10065065
     
  • Board effectiveness and corporate social responsibility in light of cultural dimensions: what changed during the COVID-19 pandemic?   Order a copy of this article
    by Asma Yousef, Husam Aldamen, Ghassan H. Mardini 
    Abstract: We examine whether board effectiveness influences CSR during the unprecedented COVID-19 period, against the backdrop of cultural dimensions. Using a balanced sample consisting of 3,261 unique firms (6,522 firm years) from 49 countries. We show that an effective board increases environmental and social performance in the period before and during COVID-19. However, the results indicate that board effectiveness has a weaker positive impact on environmental and social performance during the COVID-19 period relative to the period before the crisis. The findings with respect to cultural dimensions show that CSR performance is higher in collective and feminine countries and those with low power distribution and high uncertainty avoidance. However, the cultural dimensions-CSR relationship is not impacted by the pandemic. The study relied solely on Hofstede’s cultural dimension as cultural scores. Researchers could consider other scores to capture the effect of culture, such as Globes’ cultural scores and Gray’s accounting values. The findings are useful to policymakers, as they prompt them to pay attention to board effectiveness to determine CSR performance during or after the COVID-19 pandemic. This study provides international comprehensive evidence by investigating the board’s effectiveness on CSR with the effects of cultural dimensions before and during the COVID-19 pandemic.
    Keywords: effective boards; corporate social responsibility; CSR; cultural dimensions; COVID-19.
    DOI: 10.1504/IJCG.2024.10065448
     

 

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