Firms’ legitimation through corporate governance and its association with risk and return in Brazil
DOI:
https://doi.org/10.1108/RAUSP-05-2020-0087Keywords:
Legitimacy, Risk, Corporate governance, ReturnAbstract
PurposeThis study aims to examine the listing of firms at the highest corporate governance level of the Brazilian stock exchange (B3) as a means of legitimation and its relationship with risk and return on investment.
Design/methodology/approachThis paper analyzes 205 companies from 2010 to 2019, in which firms listed at the Novo Mercado level were compared with groups composed of other firms traded on B3.
FindingsThe main results demonstrate that a listing at the supposedly higher level of corporate governance in Brazil does not indicate lower risk, a higher return or even a better risk-return ratio.
Research limitations/implicationsThe findings are restricted to this sample, representing the association identified between the analyzed phenomena and not a cause-effect relationship.
Practical implicationsThe highest level of corporate governance in Brazil brings together firms that present a higher risk (at least systematic) and lower returns (at least financial) because they seek to legitimize themselves in the market as firms committed to better management practices.
Social implicationsThese findings are useful to investors, the stock exchange, regulatory agents and the companies themselves to reflect on the purpose and usefulness of different levels of corporate governance in Brazil.
Originality/valueThis study differs from the others that relate corporate governance to risk or return because it does not deal individually with corporate governance practices, but rather the phenomenon that is listed in a special governance level, created by the stock exchange, serving as a kind of seal legitimation.
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Copyright (c) 2021 Kléber Formiga Miranda , Jefferson Ricardo do Amaral Melo , Orleans Silva Martins
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Management Department of the School of Economics, Management and Accounting of the University of São Paulo.
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