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Presentation
Firm strategic control: Direct ownership, indirect ownership, dispersion and board of directors
Bond Business School Publications
  • Timothy Kiessling, Bond University
  • Keith Duncan, Bond University
Date of this Version
12-5-2008
Document Type
Conference Paper
Publication Details

Interim status: Citation only.

Kiessling, T., & Duncan, K. (2008). Firm strategic control: Direct ownership, indirect ownership, dispersion and board of directors. Paper presented at the Australia and New Zealand Academy of Management 22nd ANZAM conference 2008: Managing in the Pacific century, The University of Auckland, Auckland, New Zealand.

Visit the ANZAM website.

2008 HERDC submission. FoR Code: 1501/1503

© Copyright Timothy Kiessling & Keith Duncan, 2008.

Abstract

Our empirical study of 246 Directors, financial executives, accountants and credit/security analysts explore the concept of firm strategic control and what theoretically developed attributes contribute to an entity having strategic control over another. Our results suggest that strategic control is established with 100 per cent ownership but where there is less than 60-64% ownership then other strategic control attributes are necessary. Our results delve into what combinations of Direct ownership, indirect ownership, dispersion and Board of Director representation are required for strategic control.

Citation Information
Timothy Kiessling and Keith Duncan. "Firm strategic control: Direct ownership, indirect ownership, dispersion and board of directors" (2008)
Available at: http://works.bepress.com/tim_kiessling/7/