The purpose of this paper is to empirically analyze the motive of family‐controlled firms to pay cash dividends in China.
Abstract
Purpose
The purpose of this paper is to empirically analyze the motive of family‐controlled firms to pay cash dividends in China.
Design/methodology/approach
Using some econometrical models, the paper designs and conducts a series of empirical research on cash dividends behavior, thus acquiring credible empirical data.
Findings
Using a sample of 204 family firms, the motive of family‐controlled firms to pay cash dividends was investigated. Dividend ratio was found to decrease with the separation of ultimate ownership and control right; this may reflect the tunneling motive of the family owners. Different from others, it was also found that high‐growth firms pay more dividends and that the family doing so may want to build a high reputation for the friendly treatment of minority investors for future financing.
Practical implications
The paper discusses investor protection matters in China.
Originality/value
The paper' findings provide policy implications for corporate governance reform and capital market development in China.
Details
Keywords
Abstract
Subject area
Leadership.
Study level/applicability
The case is suitable for MBA, Executive level courses.
Case overview
Yongye Group is a biotechnological enterprise in Inner Mongolia, China. In China, people lack trust in economic transactions due to the transitional state of the economy, especially regarding food safety. To respond to this situation, Wu Zishen, the chairman of the Board of Directors of Yongye Group, was determined to build trust among employees, distributors, farmers, and consumers towards the company. To this end, he started using a creative incentive system with employees and stakeholders: the pay-before-performance incentive system. According to this system, the reward is delivered in advance, contrary to be paid after the fulfillment of the task. This practice is meant to transform employees' work attitude from a passive “being told to work” to a more proactive “I want to work” mentality. When such an incentive system is practiced with customers and external distributors, it sends a message that the company is “treating customers as company employees”, which means that they are trusted as if they were part of the company itself. Wu Zishen also introduced a coherent series of leadership practices that generate a truly proactive culture in the organization.
Expected learning outcomes
From this case, students will learn how to create a proactive culture in business organizations and the effect of pay-before-performance on employees' work motivation.
Supplementary materials
Teaching notes and an exercise for class-based discussion are available.