Value-based management is an approach for corporate management to create maximum value for shareholders via satisfaction of product market and Stock market. corporate Governance mechanisms leading to increased satisfaction of stock market. according to this The purpose of study is to investigate the role of corporate governance on value creation with considering value based management.
In this study Institutional ownership, Concentration of ownership, board independence are corporate governance Components which affect performance. Therefore, data for companies listed in Tehran Stock Exchange for the period 1384 to 1391 were obtained from the regression model to test the hypothesis combinations were used. The results showed that corporate governance have significant effects on performance. Also Concentration of ownership and board independence has significant and positive effects on performance. The results for the impact of Institutional ownership is significant and negative
Sajadi,S. H. , Khansari,N. and Ghorbani,R. (2015). Explaining the Role of Corporate Governance on Value Creation with Considering value Based Management. Applied Research in Financial Reporting, 3(2), 23-46.
MLA
Sajadi,S. H. , , Khansari,N. , and Ghorbani,R. . "Explaining the Role of Corporate Governance on Value Creation with Considering value Based Management", Applied Research in Financial Reporting, 3, 2, 2015, 23-46.
HARVARD
Sajadi S. H., Khansari N., Ghorbani R. (2015). 'Explaining the Role of Corporate Governance on Value Creation with Considering value Based Management', Applied Research in Financial Reporting, 3(2), pp. 23-46.
CHICAGO
S. H. Sajadi, N. Khansari and R. Ghorbani, "Explaining the Role of Corporate Governance on Value Creation with Considering value Based Management," Applied Research in Financial Reporting, 3 2 (2015): 23-46,
VANCOUVER
Sajadi S. H., Khansari N., Ghorbani R. Explaining the Role of Corporate Governance on Value Creation with Considering value Based Management. Applied Research in Financial Reporting, 2015; 3(2): 23-46.
