National Culture and Corporate Governance
Sabri Boubaker, Bang D. Nguyen, Duc K. Nguyen (Eds.), “Corporate Governance: Recent Developments and New Trends”, Berlin, pp. 369-398, 2012
65 Pages Posted: 1 Sep 2008 Last revised: 15 Dec 2014
Date Written: August 11, 2009
In a series of cross-country comparisons, we show that national culture is statistically significant in differentiating countries with different corporate governance systems. Using the Schwartz cultural value model and data on corporate governance systems, we analyze the impact of national culture on six dimensions of corporate governance. Countries that have stronger emphasis on the dimensions of Embeddedness, Hierarchy and Mastery are more likely to have a bank-based system, countries with a stronger emphasis on Autonomy, Egalitarianism and Harmony tend to have market-based systems. The findings suggest several implications for the ongoing debate on convergence and divergence of corporate governance systems.
Keywords: national culture, corporate governance
JEL Classification: A13, G10, G30, N20, Z13
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