Lutgart Van Den Berghe's Corporate Governance in a Globalising World: Convergence or PDF

By Lutgart Van Den Berghe

Corporate Governance In A Globalising international: Convergence Or Divergence? provides a extensive and multi-disciplinary debate on company governance platforms by means of integrating educational viewpoints, statistical proof, in addition to box surveys. in keeping with a number of guides and reviews, the reviews of researchers are grouped into 3 different types: those who think in a convergence into the course of the market-oriented version (with the Anglo-American version because the reference base), those who select one other kind of convergence, particularly towards a hybrid company governance version (based on cross-reference among diversified best governance models), and people who don't think in worldwide convergence yet adhere to range of governance models.

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Sample text

CHAPTER 3 31 (IPOs) of smaller and mid-sized firms. S. is no longer the ultimate example of market-oriented country. S. only ranked first until the mid 1980s. K. and especially Switzerland played the leading role. Between 1996 and 1999 the market capitalisation ratio of Switzerland almost doubled to 268%. Increasingly, capital markets serve as a vehicle of raising equity capital by IPOs (Table 2) as well as for attracting extra capital to finance growth and expansion. A striking example of reliance on capital markets to finance growth is the Netherlands.

For the methodology used to compose Table 3 and Table 4, see Appendix 1. CHAPTER 3 35 36 CHAPTER 3 Table 4 shows that the non-financial sector is the most important shareholder category of corporations in Italy and Belgium. The non-financial sector remains the primary investor in Germany, Japan and Spain, although to a decreasing degree. In contrast, the financial sector is the dominant investor in the market-oriented countries. Foreign investors are still the main category of shareholders in the Netherlands (although decreasing in relative importance) and have become the most important shareholder category of French corporations.

System performed better because of the fluidity and speed of diffusion of capital, coupled with flexible labour and equipment markets45. Consequently, corporate governance structures influence the chances for the realisation of corporate strategies that are affected by global competition. In ideal terms, corporate governance structures and processes should be constructed so as to allow the firm to realise its optimal strategy. This ideal is better known under the expression 'structure follows strategy', as highlighted in the writings of Chandler (1966).

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