Corporate governance transfers: the case of mergers and acquisitions

Hussain, T., Tunyi, A.A. and Agyemang, J. (2024) Corporate governance transfers: the case of mergers and acquisitions. International Journal of Disclosure and Governance, 21 (4). pp. 543-567. ISSN 1741-3591

Abstract

Metadata

Item Type: Article
Authors/Creators:
  • Hussain, T.
  • Tunyi, A.A.
  • Agyemang, J.
Copyright, Publisher and Additional Information:

© The Author(s) 2023. This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article’s Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article’s Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/.

Keywords: Firm corporate governance; Combined firm; Mergers and acquisitions; Portability theory; Operating performance
Dates:
  • Published: December 2024
  • Published (online): 20 December 2023
  • Accepted: 21 November 2023
  • Submitted: 27 April 2023
Institution: The University of Sheffield
Academic Units: The University of Sheffield > Faculty of Social Sciences (Sheffield) > Management School (Sheffield)
Depositing User: Symplectic Sheffield
Date Deposited: 14 Nov 2024 08:38
Last Modified: 14 Nov 2024 08:38
Status: Published
Publisher: Springer Science and Business Media LLC
Refereed: Yes
Identification Number: 10.1057/s41310-023-00217-0
Related URLs:
Sustainable Development Goals:
  • Sustainable Development Goals: Goal 16: Peace, Justice, and Strong Insitutions
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