台灣董監事及高階管理者連結成為公司治理的重要議題。本研究欲探討某人同時兼任兩間以上公司之董事、監察人及高階管理者職位，所形成之董監連結，對公司經營績效之影響。本研究以董監連結變數作為衡量社會資本之質與量，並首度辨認董監連結之方向，透過社會網絡分析軟體將2010年台灣電子業上市公司之網絡連結狀況予以視覺化。 　　本研究實證結果顯示，與其他公司連結的數量愈多、兼任比例愈高，可能無法有效監督公司之經營管理，高度連結的狀況將使公司績效變差；公司擔任主要中間媒介的程度愈高，公司績效愈好。惟本研究在探討公司與其他公司的距離、連結至不同產業的種類數與公司經營績效之間的關係時，該部分實證結果並未呈現顯著相關。因此，不同的董監事連結構面對公司經營績效產生不同的影響，公司應適當的監督與控制董監事連結行為，並可以其作為透過策略聯盟提升公司經營績效的途徑之一。 / The interlocking among board members from different corporations has become one of the corporate governance research issues. Interlocking directorates means that firms appoint directors or managements who hold directorships in two or more companies. This study aims to examine the relationships between interlocking directorates and firm performance. This study uses the variable of interlocking directorates to measure the quality and quantity of social capital, and is the first study in Taiwan to identify the direction of interlocking directorates. This study uses the sample of Taiwan listed companies from 2010 to visualize the social network via SNA software. The empirical results are summarized as follow. If a firm has higher number of interlocking directorates, or a director has too many directorships, he/she is incapable of effectively monitoring the management of the firm. As a result, the high interlocking situation will hurt a firm’s performance. If a firm serves as the medium in the social network, it will enhance company’s performance. However, if a company has shorter distance to other companies or board of directors from various industries, it does not significantly affect the company’s performance. The above results suggest that different aspects of interlocking directorates have different effect on a company’s performance. Therefore, companies have to adequately monitor and control the behavior of interlocking directorates. In addition, interlocking directorates can be a way to enhance a company’s performance via strategic alliance.

This thesis is a collection of three essays in causal evaluation. The first chapter investigates the effects of formal ties between firms and banks on the amount of credit received. I focus on the micro-effects of ties (bank-firm level) and how they reverberate at the macro level. Results are consistent with the literature considering links as a source of favoritism. However, efficient firms are more likely to be connected to banks, thus benefiting more often than less efficient firms from connections. The comparison of Portugal’s GDP in 2017 with that produced under a hypothetical scenario where every tie was severed shows that severing links results in virtually no changes in GDP. I interpret the result as evidence that the different likelihood of being connected experienced by efficient and not efficient firms counterbalances the misallocating potential of connections.The second chapter introduces a novel Stata implementation of Egger and von Ehrlich’s (2013) econometric framework for the estimation of treatment effect when the treatment is continuous and multidimensional. After the illustration of the package, I present a simple simulation to show the capability of the method to overcome bias.The third chapter consists of an evaluation of European regional policy. It analyzes how different mixes of investments in infrastructure and productive investments affect regions’ growth rate. The main results are that allocations in infrastructure foster growth only when coupled with expenditures in productive investments. Moreover, the highest growth is obtained when investments have high intensity in both dimensions. By generating two hypothetical scenarios, I investigate how the allocation of funds can be improved. The results show that regions could allocate more efficiently. However, the actual transfer intensity is not enough to choose the mix that would globally maximize growth. The findings are consistent with Becker et al. (2012) since enforcing common support restricts the analysis to regions with low transfer intensity.

當企業的經營環境逐漸由封閉走向開放的同時，對於外部環境的管理就益 發突顯其重要性；而臺灣地區金融機構在長達數十年的封閉後，終於在民 國八十年十五家新銀行的開放設立，邁開自由化之途，所以此番十五家新 銀行的開放設立，對於臺灣的金融發展深具意義。此外，在企業對於外部 環境的各種管理方式中，董監事連結可能是最具彈性且最易施行的方法之 一。因此，本研究乃以此十五家新銀行為對象，研究新銀行的董監事連結 行為，研究目的主要有四：一、了解十五家新銀行董事、監事的組成，以 及新銀行與外部組織間的董監事連結型態。二、了解新銀行董事會規模、 組成、以及董監事連結型態間之關連性。三、了解新銀行組織特性，對新 銀行董事會規模、組成、以及董監事連結型態的影響。四、了解新銀行董 監事連結型態，對新銀行經營績效的影響。研究方法方面，主要是利用次 級資料的蒐集與適度的人員訪談，以獲致十五家新銀行的董監事連結與研 究所需的其他相關資料。其次，利用敘述性統計技術，對新銀行的董監事 連結行為進行內容分析，以了解新銀行設立初期的董監事連結行為。最後 ，更透過相關、迴歸、及分組變異數分析等技術，對新銀行董監事連結與 組織特性、經營績效間之關係進行驗證。本研究主要發現與結果有：一、 新銀行存有相當程度的董監事連結行為，而且個別銀行間在董事會規模、 組成、以及董監事連結上，亦存有相當大的差異。二、新銀行的董監事連 結對象，以國內大型企業或集團為主；不過，與其他金融機構間的董監事 連結（水平連結）情形並不顯著。三、新銀行董事會規模、組成、以及董 監事連結等連結行為變數間並無顯著的關係存在。四、新銀行的組織規模 與董事會規模及組成無顯著的關係存在；不過，卻與董監事連結成正向的 關係，尤其是方向性連結。五、新銀行的股權集中度與董事會規模成顯著 負相關，不過與董事會組成及董監事連結間卻無顯著的關係存在。六、以 中南部地區為營運重心的新銀行，董事會規模和外部董事比例均較以北部 為重心的新銀行為高，但是內部、專業董事比例、及董監事連結卻反而較 低。因此，由於各銀行地理營運重心的不同，將可能導致不同程度的董監 事連結行為。七、新銀行董監事連結與各經營績效指標間，除了與金融卡 發卡量存有較顯著正向關係外，其餘各項經營績效指標與董監事連結間並 無顯著關係存在。

Bien que le thème des liens interconseils fasse régulièrement l’objet de discussions supposant un effet disciplinaire négatif du cumul de mandats, l’inventaire de la littérature empirique ne permet pas d’obtenir une image claire concernant l’impact des réseaux d’administrateurs sur la performance des entreprises liées. La divergence des résultats s’explique tant par la mobilisation de grilles théoriques négligeant des éléments importants des liens personnels, que des divers critères utilisés pour mesurer la création de valeur. Dans l’objectif d’obtenir des réponses plus concluantes concernant l’impact du partage d’administrateurs communs sur la création de valeur de la firme, nous avons modélisé, à l’aide d’une structure théorique « bi-céphale », les contributions potentielles des liens interconseils à la performance. Notre modèle repose sur la théorie synthétique de la gouvernance. Il mobilise deux voies d’intervention disciplinaire (la surcharge temporelle des « cumulards » et l’effet de réputation exercé par le marché du travail des administrateurs externe) et trois leviers cognitifs (l’apport d’informations et de connaissances, l’apport de compétences généralistes et spécifiques, ainsi que leur combinaison et l’exploitation). À ces facteurs s’ajoutent différentes variables médiatrices et de contrôle. Pour tester la validité de notre modèle, nous avons mené une étude empirico-comparative des liens interconseils existant entre les plus grandes entreprises françaises et allemandes, observés sur la période 2001-2005. Dans la partie descriptive, nous avons examiné, tant pour un échantillon bi-national que pour des sous-échantillons, les caractéristiques des réseaux d’administrateurs contemporains de part et d’autre du Rhin. La partie empirique teste, à l’aide de régressions en données de panel, l’influence des liens sur deux mesures de performance (un critère ex ante et un indicateur ex post). Les tests montrent que les effets de liens interconseils varient selon le type de mandats cumulés. De surcroît, le modèle confirme les contributions supposées importantes des administrateurs multimandats en termes cognitifs et leur impact majoritairement favorable sur la création de valeur. L’anticipation des effets des liens interconseils par les marchés s’avère plus forte que ce que montre l’analyse de leur influence sur la mesure de performance ex post. / Although interlocking directorates are regularly associated with a negative connotation, empirical evidence is far away from offering convincing answers about the performance effects of directorship interlocks. The huge variety of contradicting results can be explained both by the use of different theoretical frameworks and different value creation measures. In order to shed more light on the question of the role of busy directors, we develop a two-pillar model explaining the potential contributions of directorship interlocks to shareholder value creation. Based on a synthetic view of corporate governance, the model uses two disciplinary (work overload of busy directors and incentive effects coming from the external labor market of corporate directors) as well as three cognitive intervention levers (provision of information and knowledge, provision of general and specific competences, combination and exploitation of those elements). Moderating and controlling variables are added. The appropriateness of the model is tested through a 5-year comparison (2001-2005) of director networks within the largest French and German companies. We first present, both for a bi-national sample and national sub-samples, the major characteristics of the identified interlocks. In the empirical part, we conduct a panel data analysis checking for the influence of busy directors on corporate performance. We use two performance measures: one ex ante, the other ex post. Empirical tests indicate that the performance effect of interlocks depend on the type of board seats accumulated. Moreover, statistical modeling confirms the existence of cognitive contributions of director networks and shows mostly positive effects on value creation. Also, markets seem to anticipate director effects – both negative and positive – in a stronger way than an ex post performance analysis shows. / Obgleich das Thema „personelle Unternehmensverflechtungen über den Aufsichtsrat“ re-gelmäßig im Fokus öffentlicher Diskussionen steht – wobei in der Regel eine negative Wirkung der Mandatekumulation auf die Kontrolleffizienz des Überwachungsgremiums und damit letztlich auf die Unternehmensperformance unterstellt wird –, zeigt eine Analyse der empirischen Litera-tur, dass insbesondere in Kontinentaleuropa eine klare Schlussfolgerung hinsichtlich der Wirkung von Mehrfachmandaten auf die Wertschöpfung für die Aktionäre nicht möglich ist. Ursache für die starke Divergenz der Ergebnisse scheint sowohl die Verwendung verschiedener theoretischer Erklärungsmodelle als auch die Mobilisierung unterschiedlicher Messgrößen der Unternehmens-performance zu sein. Mit dem Ziel aussagekräftigere Ergebnisse zur Rolle der Mehrfachmandate und ihres Einflusses auf die Wertschöpfung zu erhalten, untersucht die nachfolgende Studie unter Zuhilfenahme eines 2-Säulen-Modells die verschiedenen potenziellen Wirkungen von Aufsichts-ratsverbindungen auf den Shareholder Value. Das erklärende Modell basiert auf einer erweiterten Governance-Theorie. Hierbei werden neben zwei traditionellen, die Disziplin im Kontrollorgan beeinflussenden Aspekte (zeitliche Überlastung der Mehrfachmandatsträger, Reputationseffekt des externen Arbeitsmarktes für Aufsichtsräte), drei kognitiv-strategische Einflüsse (Zugang zu Informationen und Kenntnissen, Einbringung genereller und spezifischer Kompetenzen, Zusam-menführung und Nutzbarmachung dieser Faktoren) modelliert. Außerdem werden diverse Media-tor- und Kontrollvariablen hinzugefügt. Die Gültigkeit des entwickelten Modelles wurde in einer vergleichen empirischen Analyse der Aufsichtsratsverflechtungen der größten deutschen und französischen Aktiengesellschaften für den Zeitraum 2001-2005 überprüft. Im deskriptiven Teil werden sowohl für eine 2-Länder-Stichprobe als auch für die nationalen Stichproben die Haupt-merkmale der Aufsichtsratsnetzwerke auf beiden Seiten des Rheins dargestellt. Im empirischen Teil wird mittels Panel-Regressionen der Einfluss der Verflechtungen auf zwei Performancemaβe untersucht (ein ex ante- und ein ex post-Indikator). Die Analysen zeigen, dass die Wirkung der Verflechtungen von der Art der zugrunde liegenden Mandatekumulation abhängen. Auf kogniti-ver Ebene können die unterstellten positiven Einflüsse von Mehrfachmandaten auf die Perfor-mance mehrheitlich bestätigt werden. Zudem kann festgestellt werden, dass die Kapitalmärkte deutlich stärker auf personelle Verflechtungsaspekte reagieren als es eine ex post-Analyse der Wertschöpfung vermuten lässt.

Recently, corporate scandals rocked the South African financial landscape, prompting the re-examination of existing corporate governance practices and renewed scrutiny of corporate governance institutions and mechanisms. One of these practices, a phenomenon called “director interlock”, was scrutinised in this study. A quantitative and inductive approach was used in this research to scrutinise companies listed on the Johannesburg Stock Exchange, as well as the directors who served on their boards during the periods researched, namely, 2010 and 2016, with the purpose of considering the consequences of director interlock in a South African context. Appropriate sources on corporate governance, director interlock and network analysis were accessed. Social network analysis was applied to analyse and map the extent, nature and structural dynamics of director interlock statistically in all South African listed companies in respect of 2010 and 2016 with a view to considering the causes and consequences of identified changes between 2010 and 2016, and possible implications of those changes for corporate governance in South Africa. Both periods occurred shortly after times of financial turmoil or contracting economic growth, where, in line with global trends, financial consolidation and a possible decline in economic activity and board sizes of companies would be expected. The concept of centrality, comprising three components, was used in the statistical social network analysis. These components were degree centrality, which is an indicator of the number of connections and the degree of activity of a company or a director, closeness centrality, which is an indicator of the closeness of a company or a director to other companies or directors within a network and the number of steps from that company or director to other companies and directors in the network, and betweenness centrality, which is a measure of the centrality of a company or a director and the extent to which the company or the director acts as a bridge between and connects with other well-connected companies and directors in the network. The following striking findings emerged from this research: a massive increase in the average board size between 2010 and 2016, a resultant increase in the density of networks between 2010 and 2016, and an apparent shift away from the dominance of mining houses described in earlier studies to financial services companies in 2010 and retail companies in 2016. In the literature review the existence of a global elite in the structure of company boards was pointed out, and the question was asked whether there is any evidence of the existence of a similar elite in South Africa and, if so, whether there have been any changes in the makeup, characteristics or nature of such an elite from 2010 to 2016. Further, the question was asked whether any changes can be observed regarding the central actors of company boards in the local economic power network. The research results indicate that iii there was an apparent reversal of transformational gains towards the re-establishment of white male dominance in the ultra-elite echelons of directors in the South African network by 2016. In the absence of conclusive evidence emanating from this research, the value of director interlock is still hotly debated. Is the practice of director interlock beneficial or damaging to corporations and the wider economic landscape, or could it be both beneficial and damaging? This study provides conclusive evidence that the value of interlock depends on the way in which it is applied, taking into account how the causes, consequences and dynamics of director interlock are manifested in individual companies. While evidence suggests that director interlock, if applied correctly, can be beneficial, the recent Steinhoff debacle was used to illustrate that it can also be detrimental, depending on how it is applied. This study emphasised the value of social network theory, resource-dependence theory, agency theory, small-world theory and power dynamics, specifically in research into corporate governance and related fields of study. This research undoubtedly contributes to the body of knowledge on corporate governance in general and the structure and functioning of company boards, inclusive of director interlock, in particular. The guidelines that emerged from this study could be used to identify board structures and strategically positioned directorship candidates for board appointments and to avoid potentially destructive patterns that may even lead to corporate failure. / Maduzane nje, kuvele amahlazo ezinkampani ezinkulu zezezimali eNingizimu Afrika, lokhu okwenze ukuthi kuhlolwe kabusha inqubo nenkambiso yamanje yolawulo lwezinkanpani ezinkulu, kanti futhi lokhu kwavuselela ukuhlaziywa kwezikhungo zezolawulo lwezinkampani ezinkulu kanye nezindlela zokwenza lokhu. Enye yalezi zinkambiso, ukuhlala nokungenelelana kwabantu kumabhodi ezinkampani ezehlukene okuyinto ebizwa ngokuthi yi-"director interlock" iye yahlolisiswa kulolu cwaningo. Kusetshenziswe inqubo ye-quantitative ne-inductive kulolu cwaningo ukuhlolisisa izinkampani ezifakelwe kuhla lwe-Johannesburg Stock Exchange, kanye nodayirektha abakumabhodi azo ngesikhathi sokwenziwa kocwaningo, okusho ukusukela ngo 2010 ukuya kua 2016, ngenhloso yokubhekisisa imiphumela yenqubo yodayirektha abahlala kumabhodi amaningi ehlukene i-director interlock kwisimo seNingizimu Afrika. Kuye kwatholwa imithombo yolawulo iv lwezinkampani, inqubo ye-director interlock kanye nokuhlaziya ukuxhumana okwaziwa njenge-network analysis. Uhlaziyo lwama-network okuxhumana kwabantu kwe-social network analysis kwasetshenziswa ukuhlaziya kanye nokubheka ukujula nokwenza imephu yenhlobo kanye nobudlelwane bezakhiwo kunqubo ye-director interlock, namastatistiki kuzo zonke izinkampani ezifakelwe kuhla zaseNingizimu Afrika ngesikhathi esiphakathi kuka 2010 no 2016 ngenhloso yokubheka izimbangela kanye nemiphumela yezinguquko ezibhekiwe phakathi kuka 2010 no 2016, kanye nemphumela yalezi zinguquko kwinqubo yolawula lwezinkampani eNingizimu Afrika. Zombili izinkathi zenzeke maduzane ngemuva kweziyaluyalu zezezimali nokuncipha kwesimo somnotho, laphokhona, ngokuhambisana nobekwenzeka kuwo wonke umhlaba, kuye kwaba nokuqoqana kwesimo sezezimali kanye nokwehla kwezimo zomnotho kanye nosayizi bamabhodi ezinkampani okwakulindelwe. Umqondo wokuqoqela ndawonye, onemikhakha emithathu, wasetshenziswa ekuhlaziyweni kwamastatistiki okuxhumana kwabantu okwaziwa nge-statistical social network analysis. Le mikhakha kwakuyizinga lokuqoqana ndawonye okwaziwa nge-degree of centrality, okuyinkomba yamanani okuxhumana kwezinto kanye namazinga emisebenzi yenkanpani noma udayirektha, ukusondelana qokuqoqana ndawonye okwaziwa ngokuthi yi-closeness centrality, okuyinkamba yokusondelana kwenkampani noma udayirektha nezinye izinkampani noma abanye odayirektha kwi-network, kanye nenani lezinyathelo kuleyo nkampani noma udayirekha kwezinye izinkampani kanye nabanye odayirektha kwi-network, kanye nanokuxhumana phakathi kwabo, okuyisikali sokuxhumana kwenkampani noma udayirektha, nezinga lendlela inkampani noma udayirekha athatha ngalo izinyathelo njengomxhumanisi phakathi kokuxhumana nezinye izinkampani kanye nabanye odayirektha kwi-network. Imiphumela eyisimanga etholakele ngalolu cwaningo: kuye kwaba nokwenyuka kakhulu kosayizi bamabhodi esikhathini esiphakathi kuka 2010 no 2016, lokhu okubangele ukwenyuka kokujula kwama-network phakathi kuka 2010 no 2016, kanye nokugudluka ukusukela kubukhulu bezimayini ukuya kwizinkampani zezezimali ngo 2010 kanye nezinkampani zama-retail ngonyaka ka 2016. Ekubuyekezweni kwemibhalo ubukhona bama-elite kumhlaba wonkana kwizakhiwo zamabhodi kuye kwabona, kanti umbuzo owabuzwa ukuthi ngabe bukhona ubufakazi bobukhona bama-elite efanayo eNingizimu Afrika, uma kunjalo, ngabe kube khona ushintsho ngendlela ahleleke ngayo, ubunjalo noma inhlobo yalawo ma-elite ukusukela ngo 2010 ukuya ku 2016. Omunye umbuzo, owabuzwa, wukuthi ngabe noma yiziphi izinguquko ziyabonakala yini mayelana nababambiqhaza ababalulekile kumabhodi ezinkampani kuma-network anamandla kwezomnotho. Imiphumela yocwaningo ikhombisa ukuthi kwabanokuhlehla ngokuzuziwe kwezezinguquko, kwabuyelwa emuva ekubuseni kakhulu kwabesilisa abamhlophe v kwimikhakha ephezulu yama-elite odayirektha kuma-network aseNingizimu Afrika ngo 2016. Ngokusweleka kobufakazi obuphethakele obuvela kulolu cwaningo, ukubaluleka kwe-director interlock kusaxoxwa ngakho kakhulu. Ngabe i-director intelock inenzuzo noma ilimaza izinkampani kanye nesimo somnotho ngokunabile, noma kungenzeka ukuthi kwenzeka kokubili, ukubanenzuzo kanye nokulimaza? Lolu cwaningo luhlinzeka ngobufakazi obuphelele bokuthi ukubaluleka kwe-director interlock kuncike kwindlela okusetshenziswa ngayo, ngokubonelela izimbangela, imiphumela emibi kanye nama-dynamic endlela i-directoer interlock ebonakala nokuvela ngayo ezinkampanini ezehlukene. Ngisho noma ubufakazi bukhombisa ukuthi i-director intelock, uma isetshenziswa kahle, ingaba yinzuzo, kodwa ihlazo lamaduzane le-Steinhoff lisetshenziswe ukukhombisa ukuthi, lokhu kungaba ngokulimazayo, kuncike ngokuthi kusetshenziswa kanjani. Lolu cwaningo lukhombise ukubaluleka kwe-social network theory (ithiyori yobudlelwane bokuxhumana kanye nokwabelana ngolwazi), i-resource-dependence theory (ithiyori yokuthi ngabe imithombo yosizo yangaphandle ichapha0zela kanjani ukuziphatha kwenhlangano), i-agency theory (ithiyori yobudlelwane phakathi kwama-ejenti kanye nabaphathi), small-world theory (ithiyori yokuxhumana kwabantu bexhunyaniswa ngabanye noma eminye imikhakha yabaxhumanisi) kanye nama-power dynamic (ndlela amandla umuntu anawo nokuba nomthelela kwabanye abantu nokuchaphazela ubudlelwane babo), ikakhulukazi kucwaningo ngokulawulwa kwezinkampani ezinkulu kanye nemikhakha ehambelanayo yocwaningo. Ngaphandle kokungabaza, lolu cwaningo lunomthelela kwingqikthi yolwazi ngezolawulo lwezinkampani ezinkulu ngokunabile kanye nezakhiwo nokusebenza kwamabhodi ezinkampani, okubandakanya ukukungenelelana kodayirektha kwamanye amabhodi ezinye izinkampani, ikakhulukazi. Imikhombandlela evelile kulolu cwaningo ingasetshenziswa ukuphawula izakhiwo zamabhodi, kanye nobudayirektha obusemkhakheni ethize, ngokuqokwa kwamabhodi ukugwema ukuba namaphatheni anemiphumela emibi, engaholela nasekwehlulekeni kwezinkampani ezinkulu. Amagama abalulekile: Inqubo yebhodi, ukuchaphazelana kobudlelwane nemithelela kumabhodi, ukuhleleka ngezinhlobo kwamabhodi, ukungenelelana kwabantu kumabhodi ezinkampani ezehlukene, ubudlelwane phakathi kwabantu abakumabhodi ehlukene, i-isomorphism, i-social network analysis (SNA), ama-network obudlelwane babantu, ubudlelwane babantu, i-social network analysis software, i-statistical analysis system (SAS / Malobanyana, mahlabišadihlong a koporase a wetše tikologo ya ditšhelete ya Afrika Borwa, yeo e hlohleletšago go sekwasekwa leboelela ga ditlwaedi tša pušo ya dikgwebo le nyakišišo ye e mpshafaditšweng ya mekgwa ya diinstitšhušene tša pušo ya koporase. Se sengwe sa ditlwaedi tše, ke ponagalo ya go bitšwa “tlhatlaganyo ya molaodi”, mahlabišadihlong a nyakišišitšwe ka nyakišišong ye. Mokgwa wa khwalithethifi le taelo o šomišitšwe ka gare ga nyakišišo ye go nyakišiša dikhamphani tše di ngwadilwego lenaneong la Johannesburg Stock Exchange, le balaodi bao ba šomilego dibotong tša yona dinakong tše di nyakišišitšwego, e lego 2010 le 2016, ka morero wa go šetša ditlamorago tša tlhatlaganyo ya molaodi mo maemong a Afrika Borwa. Methopo ya maleba mabapi le pušo ya koporase, tlhatlaganyo ya molaodi le tshekatsheko di fihleletšwe. Tshekatsheko ya neteweke ya leago e dirišitšwe go sekaseka le go beakanya bogomo, tlhago le diphetogo tša sebopego tša tlhatlaganyo ya molaodi ka dipalopalo ka gare ga dikhamphani tša Afrika Borwa ka moka tše di ngwadilwego lenaneong mabapi le 2010 le 2016 ka kgopolo ya go ela hloko ditlholo le ditlamorago tša diphetogo tše di hlaotšwego gare ga 2010 le 2016, le dikhuetšo tše di kgonegang tša diphetogo tšeo tša pušo ya koporase ka Afrika Borwa. Dinako ka bobedi di diragetše kgauswinyana morago ga dinako tša mathata a ditšhelete goba kgolo ya ikonomi ye e phuhlamago, fao, ka go sepetšana le mekgwa ya lefase ka bophara, kopantšho ya ditšhelete le kgonagalo ya phokotšego ya ditiro tša ikonomi le bogolo bja diboto tša dikhamphani di tla letelwa. Kgopolo ya bogare, ya go bopša ka dikarolo tše tharo, e šomišitšwe ka tshekatshekong ya neteweke ya leago ya dipalopalo. Dikarolo tše e be e le bogare bja bogolo, tšeo e lego taetšo ya palo ya dikgokagano le bogolo bja tiro ya khamphani goba molaodi go dikhamphani tše dingwe ka gare ga neteweke, le bogare bja kelo, tšeo e lego kelo ya bogare bja khamphani goba molaodi le bokgole bjoo khamphani goba molaodi a šoma bjalo ka leporogo mo gare le go kgokagana le dikhamphani tše dingwe tše di nago le kgokagano ye botse le balaodi ka gare ga neteweke. Dikutullo tše di latelago tša go goga šedi di tšweletše go tšwa nyakišišong ye: koketšego ye kgolokgolo ya bogolo bja boto bja palo gare ga 2010 le 2016, koketšego ye e hlotšwego ka pitlaganong ya dineteweke gare ga 2010 le 2016, le tšhutišo ya go hlaka go tšwa go taolo ya dintlo tša moepo tše di hlalositšwego ka dinyakišišong tša pele go dikhamphani tša ditirelo tša ditšhelete ka 2010 le dikhamphani tša retheile ka 2016. Ka tshekatshekong ya dingwalo go ba gona ga bahuetši ba lefase ka sebopegong sa diboto tša khamphani di laeditšwe, gomme potšišo e botšišitšwe ge eba go na le bohlatse bofe goba bofe bja bahuetši ba go swana ka Afrika Borwa gomme, ge go le bjalo, ge eba go bile le diphetogo dife goba dife ka gare ga popego, dipharologantšho goba tlhago ya bahuetši ye vii bjalo go tloga ka 2010 go fihla ka 2016. Gape, potšišo e botšišitšwe ge eba diphetogo dife goba dife di ka bonwa mabapi le diketapele tša diboto tša khamphani ka netewekeng ya maatla a ikonomi ya tikologo. Dipoelo tša dinyakišišo di laetša gore go be go na le poelomorago ye e hlakileng ya dipoelo tša phetošo go ya go tlhomo leswa ya taolo ya banna ba bathobašweu ka gare ga maemo a go feta tekanyo a bahuetši a balaodi ka netewekeng ya Afrika Borwa 2016. Ka go hlokega ga bohlatse bja mafelelo bja go tšwa nyakišišong ye, boleng bja tlhatlaganyo ya molaodi bo sa ntše bo ngangišanwa kudu. Setlwaedi sa tlhatlaganyo ya molaodi se na le mohola goba se senya dikoporase le ponagalo ya ikonomi ye e nabilego, goba se ka ba bobedi sa mohola le go senya? Nyakišišo ye e fa bohlatse bja mafelelo bja gore boleng bja tlhatlaganyo bo laolwa ke tsela yeo bo šomišwago ka yona, go akaretšwa ka fao ditlholo, ditlamorago le diphetogo tša tlhatlaganyo ya molaodi di bago gona khamphaning e tee ka e tee. Mola bohlatse bo šišinya gore tlhatlaganyo ya molaodi, ge e šomišitšwe ka nepagalo, e ka ba le mohola, bothata bja malobanyana bja Steinhoff bo šomišetšwe go laetša gore gape bo ka ba kotsi, go ya ka fao bo šomišitšwego. Nyakišišo ye e gatelela boleng bja teori ya neteweke ya leago, teori ya boikanyo bja methopo, teori ya etšentshi, teori ya lefase le lenyane le diphetogo tša maatla, gagolo ka dinyakišišong tša pušo ya koporase le makala ao a amegago a nyakišišo. Nyakišišo ye ntle le pelaelo e kgathatema go tsebo ya mmele go pušo ya koporase ka kakaretšo le sebopego le go šoma ga diboto tša khamphani, go akaretšwa tlhatlaganyo ya molaodi, gagolo. Melawana ya tshepedišo ye e tšweletšeng go tšwa nyakišišong ye a ka no šomišwa go hlaola dibopego tša boto le bonkgetheng ba bolaodi ba go beelwa go thwalwa ga boto ka maikemišetšo le go efoga diphethene tše di nago le kgonagalo ya go senya tšeo gape di kago iša go palelwa go koporase / Business Management / D. B. L.