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    Culture, corporate governance and analysts forecast in Malaysia

    228499_228499.pdf (337.2Kb)
    Access Status
    Open access
    Authors
    Abdul Wahab, Effiezal Aswadi
    Pitchay, A.
    Ali, R.
    Date
    2015
    Type
    Journal Article
    
    Metadata
    Show full item record
    Citation
    Abdul Wahab, E.A. and Pitchay, A. and Ali, R. 2015. Culture, corporate governance and analysts forecast in Malaysia. Asian Review of Accounting. 23: pp. 232-255.
    Source Title
    Asian Review of Accounting
    DOI
    10.1108/ARA-03-2014-0033
    ISSN
    1321-7348
    School
    School of Accounting
    Remarks

    This article is © Emerald Group Publishing and permission has been granted for this version to appear here - http://espace.library.curtin.edu.au/R. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.

    URI
    http://hdl.handle.net/20.500.11937/24218
    Collection
    • Curtin Research Publications
    Abstract

    Purpose – The purpose of this paper is to examine the relationship between Bumiputra (in reference to Malay indigenous race) directors, a proxy for culture and analysts forecast. In addition, the study investigates whether corporate governance affects that relationship. Design/methodology/approach – The sample of this study is based on 664 firm-year observations from 193 firms during the 1999-2009 periods. The authors employ a panel least square regression with both period and industry fixed effects. The authors retrieved of analyst data from the Institutional. Broker Estimate System (I/B/E/S) database while the authors hand collected the corporate governance variables. The remaining data were collected from Compustat Global. Findings – The authors find a positive relationship between the proxy of culture, Bumiputra directors and analysts forecast error suggesting that cultural values influences the level of information in the Malaysian capital market.

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