Improving the capital adequacy ratio in the banking network through at least two corporate governance channels and engaging the interests of financial market participants can lead to greater effectiveness of internal and external oversight, transparency and accountability. Corporate governance regulations to improve the bank's financial position reduce risk and may be the main goal of shareholders to increase stocks. In this regard, the purpose of this study is to investigate the effects of shadow banking on banking risk and capital adequacy in the period 1392-1392 (14 banks). For this purpose, using the field survey and document mining methods, the extracted data were tested and analyzed using descriptive statistics methods and panel data regression model with Ives software. The results of the hypothesis show that shadow banking has a significant direct effect on banking risk. And shadow banking has a significant inverse effect on capital adequacy.
pournejati,M. and houshmand neghabi,Z. (2021). The effects of shadow banking on banking risk and capital adequacy in banks listed on the Tehran Stock Exchange. Journal of Accounting and Management Vision, 4(41), 13-28.
MLA
pournejati,M. , and houshmand neghabi,Z. . "The effects of shadow banking on banking risk and capital adequacy in banks listed on the Tehran Stock Exchange", Journal of Accounting and Management Vision, 4, 41, 2021, 13-28.
HARVARD
pournejati M., houshmand neghabi Z. (2021). 'The effects of shadow banking on banking risk and capital adequacy in banks listed on the Tehran Stock Exchange', Journal of Accounting and Management Vision, 4(41), pp. 13-28.
CHICAGO
M. pournejati and Z. houshmand neghabi, "The effects of shadow banking on banking risk and capital adequacy in banks listed on the Tehran Stock Exchange," Journal of Accounting and Management Vision, 4 41 (2021): 13-28,
VANCOUVER
pournejati M., houshmand neghabi Z. The effects of shadow banking on banking risk and capital adequacy in banks listed on the Tehran Stock Exchange. Journal of Accounting and Management Vision, 2021; 4(41): 13-28.
