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资本结构股权结构与公司绩效
Capital Structure and Firm Performance
1. Introduction
Agency costs represent important problems in corporate governance in both financial
and nonfinancial industries. The separation of ownership and control in a professionally
managed firm may result in managers exerting insufficient work effort, indulging in
perquisites, choosing inputs or outputs that suit their own preferences, or otherwise failing
to maximize firm value. In effect, the agency costs of outside ownership equal the lost
value from professional managers maximizing their own utility, rather than the value of the
firm. Theory suggests that the choice of capital structure may help mitigate these agency
costs. Under the agency costs hypothesis, high leverage or a low equity/asset ratio reduces
the agency costs of outside equity and increases firm value by constraining or encouraging
managers to act more in the interests of shareholders. Since the seminal paper by Jensen
and Meckling (1976), a vast literature on such agency-theoretic explanations of capital
structure has developed (see Harris and Raviv 1991 and Myers 2001 for reviews). Greater
financial leverage may affect managers and reduce agency costs through the threat of
liquidation, which causes personal losses to managers of salaries, reputation, perquisites,
etc. (e.g., Grossman and Hart 1982, Williams 1987), and through pressure to generate cash
flow to pay interest expenses (e.g., Jensen 1986). Higher leverage can mitigate conflicts
between shareholders and managers concerning the choice of investment (e.g., Myers
1977), the amount of risk to undertake (e.g., Jensen and Meckling 1976, Williams 1987),
the conditions under which the firm is liquidated (e.g., Harris and Raviv 1990), and
dividend policy (e.g., Stulz 1990).
A testable prediction of this class of models is that increasing the leverage ratio
should result in lower agency costs of outside equity and improved firm performance, al
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