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Challenges in the Era of Globalization - iaabd

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<strong>Challenges</strong> <strong>in</strong> <strong>the</strong> <strong>Era</strong> <strong>of</strong> <strong>Globalization</strong><br />

Edited by Emmanuel Obuah<br />

accumulation is both <strong>in</strong>feasible and sub-optimal. The economic reality fac<strong>in</strong>g <strong>the</strong> country today requires<br />

a shift <strong>in</strong> emphasis to factor efficiency, and f<strong>in</strong>ally, higher productivity is a key to poverty reduction.<br />

In <strong>the</strong> study <strong>of</strong> determ<strong>in</strong>ants <strong>of</strong> productivity growth <strong>of</strong> firms, f<strong>in</strong>ancial pressure created through debt ei<strong>the</strong>r<br />

by shareholders or managers <strong>of</strong> firms has been identified as a major factor. Shareholders can <strong>in</strong>crease <strong>the</strong><br />

debt ratio to commit <strong>the</strong> management to obligatory debt service payments so that excess cash flow will<br />

not be diverted by managers to projects with negative Net Present Values (NPV) so as to enhance<br />

managerial utility (Jensen, 1986). Self-<strong>in</strong>terested managers also could use debt as a bond<strong>in</strong>g mechanism<br />

to pursu<strong>in</strong>g no o<strong>the</strong>r objective aside from pr<strong>of</strong>it maximization (Grossman and Hart, 1982). Empirical<br />

works however on <strong>the</strong> impact <strong>of</strong> f<strong>in</strong>ancial pressure on productivity growth <strong>of</strong> firms have been limited to<br />

developed countries. It is very pert<strong>in</strong>ent to understand <strong>the</strong> role <strong>of</strong> f<strong>in</strong>ancial pressure <strong>in</strong> develop<strong>in</strong>g<br />

countries with imperfect capital markets whe<strong>the</strong>r it could serve as an alternative governance mechanism.<br />

Hav<strong>in</strong>g looked at <strong>the</strong> <strong>in</strong>troduction, <strong>the</strong> rema<strong>in</strong><strong>in</strong>g part <strong>of</strong> this paper is divided <strong>in</strong>to four sections. Section<br />

two takes a look at <strong>the</strong> <strong>the</strong>oretical framework and literature review while <strong>the</strong> third section presents <strong>the</strong><br />

methodology and section four presents data analysis and results while section five summarizes with<br />

conclusions.<br />

Theoretical framework and literature review<br />

Analytical Framework<br />

Our analytical framework derives from <strong>the</strong> Agency <strong>the</strong>ory <strong>of</strong> Jensen and Meckl<strong>in</strong>g (1976). In this<br />

framework, <strong>the</strong> separation <strong>of</strong> ownership and control <strong>in</strong> <strong>the</strong> modern form <strong>of</strong> bus<strong>in</strong>ess organizations gives<br />

room for agents (managers) to pursue non-pr<strong>of</strong>it maximiz<strong>in</strong>g objectives at <strong>the</strong> expense <strong>of</strong> <strong>the</strong> owners<br />

(pr<strong>in</strong>cipal). The realization <strong>of</strong> this possibility has led <strong>the</strong> pr<strong>in</strong>cipal to tak<strong>in</strong>g some necessary measures <strong>in</strong><br />

protect<strong>in</strong>g <strong>the</strong>ir <strong>in</strong>terests. F<strong>in</strong>ancial pressure which results from higher level <strong>of</strong> debt service payments<br />

relative to <strong>the</strong> average level <strong>of</strong> earn<strong>in</strong>gs is one <strong>of</strong> such measures adopted by shareholders (pr<strong>in</strong>cipal) <strong>in</strong><br />

ensur<strong>in</strong>g that managers’ <strong>in</strong>terests are aligned appropriately with those <strong>of</strong> <strong>the</strong> owners.<br />

Firms with free cash flow and limited growth opportunities, managers may engage <strong>in</strong> self serv<strong>in</strong>g and<br />

opportunistic behavior by <strong>in</strong>vest<strong>in</strong>g free cash flow <strong>in</strong> projects that are not associated with <strong>the</strong> firm’s<br />

current l<strong>in</strong>es <strong>of</strong> bus<strong>in</strong>ess. Jensen (1986) expla<strong>in</strong>ed that <strong>the</strong> opportunistic behavior <strong>of</strong> <strong>the</strong> managers <strong>in</strong> this<br />

respect can be controlled by <strong>in</strong>creas<strong>in</strong>g <strong>the</strong> proportion <strong>of</strong> debt <strong>in</strong> <strong>the</strong> capital structure which <strong>in</strong>creases <strong>the</strong><br />

debt burden and consequently debt service obligations which managers are compelled to meet failure <strong>of</strong><br />

which may lead to bankruptcy and which will not be <strong>in</strong> <strong>the</strong> <strong>in</strong>terest <strong>of</strong> <strong>the</strong> managers. Hence, putt<strong>in</strong>g<br />

managers under f<strong>in</strong>ancial pressure <strong>of</strong> meet<strong>in</strong>g debt service obligations enables <strong>the</strong>m to adopt measures at<br />

improv<strong>in</strong>g <strong>the</strong> productive use <strong>of</strong> resources, more so this can be more effectively achieved when a higher<br />

proportion <strong>of</strong> <strong>the</strong> debt service is from <strong>the</strong> bank (Jensen, 1986; Aghion and Howitt, 1996). It has also<br />

been observed that creditors are not much concerned about firm monitor<strong>in</strong>g, but ra<strong>the</strong>r on avoid<strong>in</strong>g failure<br />

<strong>of</strong> loans provided Stiglitz (1985), hence, it is expected that banks will <strong>in</strong>terfere more <strong>in</strong> firms <strong>in</strong> which<br />

<strong>the</strong>y have much loans and whose performance are poor.<br />

Follow<strong>in</strong>g from <strong>the</strong> above framework, we formulate <strong>the</strong> follow<strong>in</strong>g hypo<strong>the</strong>sis for Nigerian firms.<br />

Hypo<strong>the</strong>sis 1: High borrow<strong>in</strong>g ratio has a positive impact on productivity growth<br />

Hypo<strong>the</strong>sis 2: High Debt ratio has a positive impact on productivity growth<br />

Hypo<strong>the</strong>sis 3: High bank debt has a positive impact on productivity growth<br />

Hypo<strong>the</strong>sis 4: Firms go<strong>in</strong>g through f<strong>in</strong>ancial distress <strong>in</strong>creases productivity<br />

Hypo<strong>the</strong>sis 5: Bank debt <strong>in</strong>creases productivity growth <strong>of</strong> firms go<strong>in</strong>g through f<strong>in</strong>ancial distress<br />

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