Corporate governance in developing and emerging markets
著者
書誌事項
Corporate governance in developing and emerging markets
Routledge, 2017
- : hbk
大学図書館所蔵 全3件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references and index
内容説明・目次
内容説明
Throughout the world, the Anglo-American model of corporate governance tends to prevail - but no two countries are identical. Governance outcomes in developing and emerging economies often deviate from what theory predicts, due to a wide range of factors. Using insights from New Institutional Economics, Corporate Governance in Developing and Emerging Markets aims to explain the different issues and cultural and legal factors at play, and put forward an alternative governance framework for these economies.
Structured in three parts, this text investigates different models of corporate governance; it explores the realities of corporate governance in ten nations, including the 'BRICS' (Brazil, Russia, India, China and South Africa) and 'MINT' (Mexico, Indonesia, Nigeria and Turkey) countries; and then considers corporate governance reform.
This interdisciplinary text will be a valuable tool for students of corporate governance across Business, Economics and Law; and an equally useful resource for anyone working in or carrying out research in this area.
目次
Part A: Introduction
Chapter 1. Introduction Onyeka K. Osuji, Franklin N. Ngwu and Frank H. Stephen
Part B: Models of Corporate Governance
Chapter 2. Varieties of Corporate Governance Models: A Review and Synthesis Agyenim Boateng & Jia Lu
Chapter 3. Development of the Anglo-American model of Corporate Governance in Developing and Emerging Markets Franklin N. Ngwu
Chapter 4. New Institutional Economics, Culture and Corporate Governance Frank H. Stephen
Part C: Corporate Governance in the BRICS and MINT Countries
Chapter 5. Brazil: Recent Corporate Governance Advances and Retreats Ricardo P. C. Leal and Flavia S Maranho
Chapter 6. Corporate Governance in Russia: Law, Instrumentality and Political Order Rilka Dragneva
Chapter 7. Corporate Governance in India: The Potential for Ghandism Mia Mahmudur Rahim and Sanjaya Kuruppu
Chapter 8. Corporate Governance in China: Regulatory Reforms and Policies Min (Ann) Du and Agyenim Boateng
Chapter 9. Institutions and corporate governance in South Africa Thanti Mthanti and Kalu Ojah
Chapter 10. Corporate Governance in Mexico Eduardo Morales
Chapter 11. Corporate Governance in Indonesia Sylvia Veronica Siregar
Chapter 12. Institutional Perspectives on Corporate Governance Reforms in Nigeria Olabisi Daodu, Franklin Nakpodia and Emmanuel Adegbite
Chapter 13. Corporate Governance in Turkey Gul Okutan Nilsson
Part D: Critical Issues for Corporate Governance in Developing and Emerging Markets
Chapter 14. Corporate Governance and State-Owned Firms: The Case of Brazil Alexandre Coelho
Chapter 15. Corporate Governance under Islam: Islamic Republic of Iran Surendra Arjoon
Chapter 16. Shareholder Value, Emerging Economies and the Need to Reconcile the Corporate Objective with Sustainable and Inclusive Goals Vincenzo Bavoso
Chapter 17. Improving Corporate Governance in Developing and Emerging Markets: The Politics, Economics and Law Olawale Ajayi
Chapter 18. Share Ownership in Developing and Emerging Economies: Legal Institutions and Determinants of Effective Corporate Governance Ngozi Okoye
Chapter 19. Director Disqualification as a Corporate Governance Tool in Developing and Emerging Markets Onyeka Osuji and Imogen Moore
Chapter 20. The Market for Corporate Control and Shareholder versus Stakeholder Models: Whither Developing and Emerging Market Economies? Kalu Ojah and Euphemia Godspower-Akpomiemie
Part E: Conclusion
Chapter 21. Corporate Governance in Developing and Emerging Markets: The Way Forward Frank H. Stephen, Franklin N. Ngwu and Onyeka K. Osuji
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