ORG: Other Organizational Behavior & Key Stakeholders (Topic)最新文献

Linking of Credit Cooperatives with Local Societies: The Indian Experience 信用合作社与地方社团的联系:印度的经验

ORG: Other Organizational Behavior & Key Stakeholders (Topic) Pub Date : 2020-09-25 DOI: 10.2139/SSRN.3770573

Lakshmi Arakkathara Jayan, S. Jayan

{"title":"Linking of Credit Cooperatives with Local Societies: The Indian Experience","authors":"Lakshmi Arakkathara Jayan, S. Jayan","doi":"10.2139/SSRN.3770573","DOIUrl":"https://doi.org/10.2139/SSRN.3770573","url":null,"abstract":"An inclusive involvement of the entirety of the population is the desirable model of development. Each local society and community has its own features and interests and there is a need of organisations that are capable of catering them. The cooperative form of organisation is suited in addressing the needs of local communities and contributing to social and economic aspects of the civil society. The extent of this achievement of cooperatives depends on their efficiency. The organisational structure and the operational model have to be developed taking into consideration the requirements of the local communities. India as a country is characterised by a high diversity in multiple aspects. In such a context, the priority must be to reach out to the local communities and identify their needs. A collective and inclusive development of the local population will contribute to the larger development of the country as a whole. The creation of cooperative forms of organisations and a proper structuring of them is required for achieving this objective of reaching out to the local community. This paper is an attempt to analyse the structure and functioning of credit cooperatives in India and to assess to what extent the same is conducive for connecting the local societies.","PeriodicalId":250396,"journal":{"name":"ORG: Other Organizational Behavior & Key Stakeholders (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129348225","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

'Enforceability of Institutional Investors’ Responsibilities in Corporate Governance Through the Dutch Corporate Governance Code: Are Regulators and Practitioners on the Same Page (and to Who are Institutional Investors Accountable)? 通过荷兰公司治理准则，机构投资者在公司治理中责任的可执行性:监管者和从业者是否在同一页上(以及机构投资者对谁负责)?

ORG: Other Organizational Behavior & Key Stakeholders (Topic) Pub Date : 2011-12-07 DOI: 10.2139/SSRN.1975763

Daniëlle A. M. Melis, L. Paape, M. Lückerath-Rovers

{"title":"'Enforceability of Institutional Investors’ Responsibilities in Corporate Governance Through the Dutch Corporate Governance Code: Are Regulators and Practitioners on the Same Page (and to Who are Institutional Investors Accountable)?","authors":"Daniëlle A. M. Melis, L. Paape, M. Lückerath-Rovers","doi":"10.2139/SSRN.1975763","DOIUrl":"https://doi.org/10.2139/SSRN.1975763","url":null,"abstract":"Corporate governance codes have been drafted to guide listed companies to improve corporate governance. Shareholders, in particular institutional investors, are being asked to play a critical role in safeguarding good corporate governance. However, addressing shareholders of Dutch listed companies through the Dutch Corporate Governance Code and describing their responsibilities as active owners has not so far resulted in a broad range of engagement of institutional investors with investee companies. This is possibly because there is a misalignment of key assumptions underlying the Dutch Code with actual capital market practices. Driven by those practices, institutional investors are first and foremost concerned with maximizing the returns on their investments. Enforcing institutional investors to take responsibility in improving corporate governance cannot be done through laws and codes alone. Passing laws and codes is one thing and enforcing them – and even inspiring buy in on the part of those they are aimed at – is something entirely different. Ultimately, enforceability is about the value that ultimate beneficiaries of institutional investors place on ‘stewardship’, and hold their (fiduciary) asset manager accountable for. This paper is a call to reconsider the ultimate function of corporate governance codes in a context of international capital market practice in which codes can never be a goal in itself, but more a means for improving corporate governance around the world.","PeriodicalId":250396,"journal":{"name":"ORG: Other Organizational Behavior & Key Stakeholders (Topic)","volume":"56 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114121280","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 2

Short Termism of Executive Compensation 高管薪酬的短期主义

ORG: Other Organizational Behavior & Key Stakeholders (Topic) Pub Date : 2011-09-12 DOI: 10.2139/ssrn.1953277

Jonathan Pogach

引用次数: 24

Reputation Management Capabilities as Decision Rules 作为决策规则的声誉管理能力

ORG: Other Organizational Behavior & Key Stakeholders (Topic) Pub Date : 2004-12-01 DOI: 10.2139/ssrn.1103799

P. Heugens, C. Riel, Frans A. J. Van Den Bosch

引用次数: 92

Managements' Views on Share Buy-Backs: An Australian Survey 管理层对股票回购的看法:一项澳大利亚调查

ORG: Other Organizational Behavior & Key Stakeholders (Topic) Pub Date : 2001-07-01 DOI: 10.1111/1467-629X.00055

Jason D. Mitchell, G. Dharmawan, A. Clarke

{"title":"Managements' Views on Share Buy-Backs: An Australian Survey","authors":"Jason D. Mitchell, G. Dharmawan, A. Clarke","doi":"10.1111/1467-629X.00055","DOIUrl":"https://doi.org/10.1111/1467-629X.00055","url":null,"abstract":"Share buy-backs are a relatively new concept in the Australian business environment. This study surveys managements' motivations and various other aspects concerning share buy-back activity. The results reveal that these motivations vary across the five different types of buy-backs. For on-market buy-backs the most relevant motivations are to improve financial performance (i.e., earnings per share) and financial position (i.e., net asset backing per share) followed by signalling of future expectations or underpricing. Interestingly, managements' response regarding the relevant motivations is similar regardless of whether their companies had conducted a buy-back or not. This provides evidence of widespread support for the relevant motivations. In addition, Australian managers believe that they are familiar with the potential benefits and legislative requirements of buy-backs, but that their shareholders often do not understand or are not favourably disposed towards buy-back events. Finally, two major explanations are identified for the initial conservatism towards buy-backs. Those explanations are (i) legal complexity and cost and (ii) the perceived negative disposition of the sharemarket towards buy-backs.","PeriodicalId":250396,"journal":{"name":"ORG: Other Organizational Behavior & Key Stakeholders (Topic)","volume":"69 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2001-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127635169","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 46