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Minimizing the expectation gap through an independent board of directors

The traditional model of corporate governance is comprised of three main players: the board of directors, the management, and the shareholders who own of the corporation. This model has received a wave of criticism. The two most important complaints were that the directors had little to do with the day-to-day business of the corporation, and in their decision making the interests of the shareholders were not being taken into account. This situation has led to the creation of what has been called the "expectation gap" which is defined as the gap which exists between the shareholder's expectation, and the performance and actions of the board of directors. / To reduce this gap, the corporate governance actors have called for an increase in the independence of the board. / The purpose of this study is to give advisors to the French government a comparative understanding of the way that corporate governance in general, and in particular, the way the issue of the independence of the board has been dealt within the United States, the United Kingdom, and Canada. (Abstract shortened by UMI.)

Identiferoai:union.ndltd.org:LACETR/oai:collectionscanada.gc.ca:QMM.29774
Date January 1997
CreatorsSaulgrain, Julien.
ContributorsJohnston, David (advisor)
PublisherMcGill University
Source SetsLibrary and Archives Canada ETDs Repository / Centre d'archives des thèses électroniques de Bibliothèque et Archives Canada
LanguageEnglish
Detected LanguageEnglish
TypeElectronic Thesis or Dissertation
Formatapplication/pdf
CoverageMaster of Laws (Institute of Comparative Law.)
RightsAll items in eScholarship@McGill are protected by copyright with all rights reserved unless otherwise indicated.
Relationalephsysno: 001652120, proquestno: MQ50963, Theses scanned by UMI/ProQuest.

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