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741 |
Impacts of culture on organisation affiliation: a study of a Western company in Asia陳南祿, Chen, Nan-lok, Philip. January 1984 (has links)
published_or_final_version / Business Administration / Master / Master of Business Administration
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742 |
A study of the determinants of organization and managerial control in Chinese companiesKwan, Shu-sun., 關樹燊. January 1984 (has links)
published_or_final_version / Business Administration / Master / Master of Business Administration
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743 |
The effect of financial leverage on asset price volatility in JapaneseKeiretsuRottenberg, Boaz. January 2003 (has links)
published_or_final_version / Economics and Finance / Master / Master of Economics
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744 |
The role of major Hong Kong companies in Hong Kong's socio-economic development: 1978-1993Lam, Lee G., 林家禮. January 2003 (has links)
published_or_final_version / Asian Studies / Doctoral / Doctor of Philosophy
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Corporate governance, connected transactions and firm valuationLei, C. H., Adrian., 李卓雄. January 2005 (has links)
published_or_final_version / abstract / Economics and Finance / Doctoral / Doctor of Philosophy
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746 |
Corporate governance in China's listed companies: ownership structure and market disciplinesShao, Li, 邵丽 January 2008 (has links)
published_or_final_version / Law / Doctoral / Doctor of Philosophy
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747 |
Scheduling cooperative postmerger decisions within a framework of uncertaintyThompson, Stanley Robert 27 May 1970 (has links)
A major problem confronting farmer cooperatives merging
for the first time is the lack of valuable experience that a prior
merger would have provided. This lack of experience results in
a decision making environment of imperfect knowledge, both of
the necessary postmerger activities to be performed and the timing
of their performance. Thus, it was the purpose of this study to
provide inexperienced cooperatives with a guide for scheduling uncertain
postmerger decisions and activities. Such a guide will
enable more rational postmerger decision making and more effective
reorganization of merging businesses.
The additional information was provided primarily from the
historical records of an actual dairy cooperative case merger to
which a technique known as PERT (Program Evaluation and Review
Technique) was applied to develop a prescriptive model of the postmerger activities and their scheduling for possible use in
similar subsequent mergers. The major benefits from using
a case study approach was pedagogical in the hope that the results
would be more readily adopted in practical use than if a purely
theoretical design were used. Furthermore, the results of the
study are based on the supposition that the synergistic benefits
are greatest when the length of the postmerger decision period is
minimized.
Uncertainty is alleviated through planning and PERT is a
planning tool that can be used to minimize project completion time.
However, by applying PERT to historical data much can be learned
from the experience of a previous merger. The results of applying
PERT to a posteriori case study data provided a prescriptive guide
for scheduling postmerger decisions and activities. More specifically,
PERT determined the key performance areas of marketing
and personnel to be of critical significance following the decision to
merge. These areas were determined to be critical with respect
to their constituent activity completion times; that is, the sequential
activity path determined to be the longest occurred within the marketing
and personnel areas. Thus, the expected completion times
of the activities within these areas must not be prolonged in order
that the merger may be completed on schedule.
As determined by PERT, all other key performance areas in the case merger were not likely to become bottleneck areas during
the postmerger decision period; basically their integration
responsibility was one of converting the premerger procedures
of the "acquired" cooperatives to that of the acquiring cooperative.
Merging cooperatives can realize substantial savings from
adapting the methods and findings of this study to their particular
situation. Such a course of action will enable a more rapid completion
of the postmerger decisions and activities and hasten the
realization of the potential synergistic benefits. / Graduation date: 1971
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748 |
The role of independent non-executive directors in Thailand : their own perceptionLewchalermwongse, Niruncha January 2010 (has links)
This research offers the perceptions of independent non-executive directors (INEDs) in Thailand of their roles and the way they cope with constraints such as family-concentrated ownership structures and asymmetric information problems. There has been scant prior research in this area. The researcher applied qualitative research techniques to understand what was in the interviewees’ minds. The semi-structured interview was employed because it allowed some flexibility while also providing some guidelines. The fieldwork data reveals that interviewed INEDs were aware of a board’s control role which, in theory, can be realised by nominating and remunerating top management; however, in practice they had no authority to do so due to the family-concentrated ownership of Thai firms. Ensuring compliance with laws and regulations was the actual controlling activity which they undertook. Another role perceived was a service role concerned with giving advice and counsel to management. Although the interviewees rarely got involved with planning and directing, they contributed their expertise to the board. Their service function also helped them to better fulfil a control role because an INED’s service role builds his credibility in the eyes of management. This allows them to gain access to better information about a company – a critical input of a control role. Therefore, a good relationship between executives and non-executives is an essential factor for INED’s effectiveness. i A proportion of outside directors on the board and a director’s independent background were not considered guarantees of board independence. Only an INED’s independence of mind matters. Such independence can be exercised by resigning in order to send a signal to the market and protect minority shareholders. The competencies and personal characteristics of INEDs and their motivations are other elements contributing to their effectiveness.
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The use of the internet as an investor relations tool : the case of JordanQasim, Amer January 2010 (has links)
This research extends our understanding of disclosure on the internet by considering a different research setting, namely Jordon. Two main objectives were addressed in this thesis; (1) to explore online status of listed companies and the extent to which websites are utilized to disclose IR-related information, and (2) to investigate factors influencing companies to have websites and to disclose IR information. The first objective involved a survey analysis in 2007. This showed that out of the 187 companies included in the survey, only 105 had active websites. A web-based scoring sheet was used to assess the level to which websites are utilized as an investor relations tool. Results revealed that websites are generally used to disseminate historical financial information that usually appears in paper based annual reports. The second objective of the study was approached through a mixed method paradigm, which employed quantitative and qualitative methods. The quantitative analysis showed that only two variables were found significant in predicting online presence; size and sector. On the other hand, the extent of web-based IR disclosure is positively significant with size, governmental ownership, institutional ownership, number of shareholders, and Banks. In addition it was found that this usage is significant and negative with company age. Semi-structured interviews with companies and market regulators were also carried out to investigate motivations and influences of online reporting. Interviewees explained that the decision to have an online presence was motivated by a desire to enhance company’s image and reputation, although the decision itself was often triggered by the decision to enter new, non-Jordanian markets. Moreover, the existence of international activities with other companies as well as merging with other international companies affected the way a company uses its website or how it updates and restructures the website’s components. In addition, management’s flexibility in facilitating the process of adopting new technologies was also pointed out by some interviewees as a factor affecting the level to which a company uses its website in general as well as for its IR activities in particular.
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Motives for corporate mergers and takeovers : an investigation of the 'failing company' hypothesis and of post-merger performanceUkaegbu, Eben O. January 1987 (has links)
The overall objective of the study was to determine the financial characteristics of companies involved in merger activity. More specifically, the study aims to determine: (a) whether acquired companies possessed financial characteristics similar to previous failed companies (the 'failing-company' hypothesis); (b) whether acquiring companies possessed financial characteristics similar to previous failed companies and (c) the impact of acquisition on the post-acquisition performance of acquiring companies, and particularly to consider whether their performance differs according to the financial characteristics of the companies they acquired. A new "bankruptcy prediction" model, contemporary with the acquisition data, was derived, tested for robustness, and applied to samples of acquired and acquiring companies. An indirect test of the 'failing-company' hypothesis was carried out by comparison with the results obtained on application of the model to control groups of non-acquired and non-acquiring companies. The test indicated that a higher proportion of acquired companies possessed financial characteristics similar to failed companies than the control group of non-acquired companies. This evidence tends to support the 'failing-company' hypothesis as a motive for mergers for acquired companies. Conversely, there was no such evidence in support of the hypothesis for acquiring companies. The approach adopted also allowed the dichotomy of acquired companies (failing vs. non-failing) which made it possible to test for differential post-acquisition performance of the acquiring companies. In order to evaluate the post-acquisition performance of acquiring companies, three different measurement criteria were adopted. They were: (a) accounting-based profitability and gearing ratios (b) industry-standardardised profitability measure (Meeks (1977)) and (c) performance analysis-scores (PAS-score) (Taffler (1983)). The results indicated that the acquiring companies generally incurred a decline in their post-acquisition profitability measures, while they increased their gearing ratios. Generally, the group acquiring potentially failing companies exhibited 'superior' post-acquisition performance compared with the group acquiring "non-failing" companies. These findings support the managerial motives for mergers since there appears to be little evidence that mergers are undertaken to increase profitability as implied in neoclassical motives. They also suggest the possible need for a review of public policy towards mergers; perhaps mergers ought to be encouraged only if they prevent impending bankruptcy by the acquisition of failing companies.
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