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Founder Succession and Accounting Properties*

Contemporary Accounting Research 2012 29(1), 283-311
Using a sample of 231 firms in Hong Kong, Singapore, and Taiwan, we examine the changes in firms' accounting practice around leadership successions-the turnovers of chairmen. We find that the successions are associated with reduction in the firms' unsigned discretionary accruals and an increase in timely loss recognition. We argue that the incumbent chairmen cannot transfer most of their unique assets, such as reputation and political/social networks, to their successors, resulting in reduced relationship-based contracting post succession. This change from relationship-based to market-based contracting also shifts the firms to a less insider-based accounting system. Moreover, we find that the extent of the shift in accounting is larger in founder successions ( turnovers of chairmen that are founders) than in subsequent ( non-founder) successions, possibly because the loss of unique assets is more pronounced in the first succession than in subsequent successions.

The Value of Political Ties Versus Market Credibility: Evidence from Corporate Scandals in China

Contemporary Accounting Research 2015 32(4), 1641-1675 open access
This paper compares the value of political ties and market credibility in China by examining the consequence of corporate scandals. We categorize Chinese corporate scandals by whether the scandal is primarily associated with the destruction of (i) the firm's political networks (political scandals), (ii) the firm's market credibility (market scandals), or (iii) both (mixed scandals). Consistent with our hypothesis that scandals signaling the destruction of political ties are associated with greater losses in firm value than scandals signaling the destruction of market credibility, we find that the stock market reacts more negatively to political and mixed scandals than to market scandals. In addition, the greater negative market reactions associated with political and mixed scandals are primarily driven by firms that rely more on political networks. We also find that, compared to market scandals, political and mixed scandals lead to larger decreases in operating performance, greater reduction in loans from state‐owned banks, and higher departure of political directors.