Do analysts’ recommendations reflect co-opted boards?

Suwongrat Papangkorn, Pattanaporn Chatjuthamard, Pornsit Jiraporn, Piyachart Phiromswad

Research output: Contribution to journalArticlepeer-review

6 Scopus citations


Purpose: This study aims to examine whether co-opted directors influence analysts’ recommendations. As information intermediaries, financial analysts should incorporate the quality of corporate governance into their valuation because well-governed firms are associated with lower agency costs and better performance. Co-opted directors are those appointed after the incumbent chief executive officer assumes office. The authors investigate whether board co-option has an effect on analyst recommendations. Design/methodology/approach: The present study uses univariate analysis, multi-variate regression analysis and conduct a natural experiment using the Sarbanes-Oxley as an exogenous shock. Findings: The results show that firms with fewer co-opted directors tend to receive more favorable recommendations, suggesting that analysts favor firms with strong corporate governance. The results hold even after controlling for various firm characteristics, including the traditional measures of board quality, i.e. board size and independent directors. Originality/value: The paper is the first of its kind and offers evidence on the effect of co-opted directors on analyst recommendations. The results contribute to the literature both in corporate governance and in financial intermediaries, where analysts play a crucial role in providing information to the various participants in financial markets.

Original languageEnglish (US)
Pages (from-to)1091-1103
Number of pages13
JournalCorporate Governance (Bingley)
Issue number6
StatePublished - Aug 21 2020

All Science Journal Classification (ASJC) codes

  • Business, Management and Accounting (miscellaneous)


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