dc.contributor.author | Galema, Rients | |
dc.contributor.author | Lensink, Robert | |
dc.contributor.author | Mersland, Roy | |
dc.date.accessioned | 2012-09-05T13:37:34Z | |
dc.date.available | 2012-09-05T13:37:34Z | |
dc.date.issued | 2012 | |
dc.identifier.citation | Galema, R., Lensink, R., & Mersland, R. (2012). Do powerful CEOs determine microfinance performance? Journal of Management Studies, 49(4), 718-742. doi: 10.1111/j.1467-6486.2012.01046.x | no_NO |
dc.identifier.issn | 0022-2380 | |
dc.identifier.uri | http://hdl.handle.net/11250/136009 | |
dc.description | Authors version of an article published in Journal of Management Studies. The definitive version is available from Wiley at: http://dx.doi.org/10.1111/j.1467-6486.2012.01046.x | no_NO |
dc.description.abstract | Recently, microfinance has been coming under public and media attacks. The microcredit crisis following from microfinance-induced suicides in 2010 in the Indian state of Andhra Pradesh indicates that weak corporate governance and imprudent risk taking have far-reaching consequences. Yet, analyses of corporate governance mechanisms among microfinance institutions (MFIs) remain underdeveloped. As a response, this study examines the impact of CEO power on MFI risk taking by deriving explicit predictions of this effect from a characterization of the microfinance industry. Based on a sample of 280 microfinance institutions, our results suggest that powerful CEOs of microfinance non-governmental organizations (NGOs) have more decision-making freedom than powerful CEOs of other types of MFIs. This induces them to make more extreme decisions that increase risk. Furthermore, the decision-making freedom powerful CEOs have in NGOs appears to lead to worse decisions, because the presence of powerful CEOs in microfinance NGOs is associated with lower performance. | no_NO |
dc.language.iso | eng | no_NO |
dc.publisher | Wiley | no_NO |
dc.title | Do powerful CEOs determine microfinance performance? | no_NO |
dc.type | Journal article | no_NO |
dc.type | Peer reviewed | no_NO |
dc.subject.nsi | VDP::Social science: 200::Economics: 210 | no_NO |
dc.source.pagenumber | 718-742 | no_NO |
dc.source.volume | 49 | no_NO |
dc.source.journal | Journal of Management Studies | no_NO |
dc.source.issue | 4 | no_NO |