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Firms managed by the scions of founders continue to be prevalent in the United States despite the increase in shareholder activism over the last few decades, calling into question the argument that such organizational structures reduce firm value. Founder-family successions are rare in high-growth industries where the benefits of selecting from a larger pool of managers is significant. Rather, they tend to happen in low-growth industries, in manufacturing/retail firms. Once we account for the differences in firm characteristics, we do not find that founder-family successions reduce firm value. We explore a mechanism that compensates for the costs of choosing from a smaller pool of managers and document evidence consistent with family firms benefiting from improved labor relations. [ABSTRACT FROM AUTHOR]

We examine whether directors utilize private information obtained through their committee memberships to depart from firms prior to the revelation of their poor performance. Such departures raise the concern that directors leave the firm when they are most needed. Utilizing private information to make decisions in their personal interest may also violate the directors' fiduciary duties. We focus on departures of audit committee members since information regarding earnings quality should be available to them prior to public release. The departure of audit committee members who serve on multiple boards is coincident with a deterioration in earnings quality. Other directors do not appear to time their departure based on declines in earnings quality. Results from examining the reasons behind this finding are consistent with the director's preference to lead a "quiet life" and a desire to lower their exposure to litigation risk rather than to protect their reputation in the director market. [ABSTRACT FROM AUTHOR]