In this paper, we leverage the bank governance reform in China as a laboratory to explore the impact of the banking governance system on lending activities. Specifically, a well-functioning governance system does not improve the bank’s selection abilities due to the regulation constraints. However, a good governance system enhances the bank’s monitoring abilities. Finally, a well-governance bank needs more independent directors on the board, lower shareholdings of the top 1 shareholder, the government as the top 1 shareholder, and fewer risk management committee meetings. Therefore, this paper sheds light on banking governance and has important policy implications for bank sectors in the transition economy.

Using the data of privately-owned firms in China’s transition economy, we examine the effects of soft budget constraint on the expropriation of minority shareholders. We find that, compared to small firms, large firms have higher bank loans and are more likely to get government subsidies. However, large firms show higher divergence between cash flow and control rights, more fund occupation by controlling shareholders, and lower market valuation. Moreover these differences between large and small firms become particularly pronounced when the firms operate in the provinces with poorer fiscal conditions. These findings suggest that soft budget constraint can mitigate the expropriation costs of controlling shareholders, and subsequently deteriorates the expropriation of minority shareholders.

This article tests several predictions of tournament theory on executive compensation in the context of a transition economy. Using an unbalanced panel which consists of a total of 34701 executives in 450 publicly listed firms in China during 1999 and 2006, we find that (1) pay increases as executives move up the corporate hierarchy into higher ranks; (2) pay gap is the largest between the first and second tier executives, although it does not increase monotonically across all executive ranks; and (3) pay dispersion increases with the number of tournament participants and the level of noise in the business environment. In addition, we find evidence that state ownership of shares reduces executive compensation and pay gap, and corporate governance structure affect pay dispersion. Overall, our study shows that listed firms in China, as they become more and more market-oriented, have adopted a pay structure that is largely consistent with the predictions of tournament theory, and that it is important to consider both ownership structure and corporate governance in analyzing executive compensation structure.