alignment to entrenchment for management ownership is 31%. The turning point back to
alignment is 71%. Incidentally, these turning points reveal that all of our ownership
categories have ample sample sizes (i.e., there are 57 firms in the ‘low’ ownership
category and 20 firms in the ‘high’ ownership category) attesting to the validity of our
results. Using the change in industry-adjusted cash flows yields similar results, turning
points at 26% and 74%. The similarity of the turning points of managerial ownership
between the two performance measures indicates the relationship’s robustness. The
turning points using model 3 of Tables 5 and 6 are also similar (i.e., they approximately
occur at 23% and 64%).
Our study is the first to investigate a curvilinear relationship between managerial
ownership and performance for firms going public. How does our finding of a managerial
ownership entrenchment range of 31% to 71% compare to other settings? Morck et al.
document an entrenchment range of 5% to 25% for established U.S. firms. Short and
Keasey (1999) find an entrenchment range of 16% to 42% in a sample of established
United Kingdom firms. Our turning points are higher than both of these studies. However,
there are two important differences between our investigation and that of Morck et al. and
Short and Keasey. First, we study IPO firms while they study established public firms.
Second, we investigate an emerging market while they study developed markets. Thus, the
differences in sample selection and the economic environment may drive the differences in
results. We discuss these issues next.