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|Other Titles: ||A study on corporate governance of Chinese public listed companies|
|Authors: ||邱柏學;Chiu, Pai-Hsueh|
|Keywords: ||中國大陸上市企業;大陸公司治理;萬科;Public listed company;Corporate governance in China;Vanke|
|Issue Date: ||2015-05-01 13:41:38 (UTC+8)|
Corporate governance of listed companies in China because China''s economic development process,making the Chinese mainland enterprises to corporate governance model has been very Chinese characteristics.In the equity structure has caused due to tradable and non- tradable shares tradable state-owned shares due to the dominance coexist with the situation.The board structure, the existence of independent directors and board of supervisors system coexistence situation.With the development of the socialist market economy,equity is no longer due to the dominance of state-owned shares,minority shareholders generation, highlighting the importance of the agency problem.
Through this paper discuss corporate governance system in China the situation,by comparing national corporate governance and Vanke case studies the following conclusions as the future development of China''s corporate governance model Reference:(1) In the split share structure reform, with the China''s securities market into circulation,and in the settlement due to the dominance of state-owned shares of state-owned shares to achieve effective dispersed ownership Meanwhile, the need to introduce a benefit to the company''s strategic investors.(2)Through Yinguangxia with Greencool failures of corporate governance and corporate governance Vanke Group compares the corporate governance of listed companies that China''s success with professional managers to run a business philosophy are closely related. Vanke Co., the main reason for the success of corporate governance that professional managers as founder Wang Shi Vanke Company''s operating philosophy and culture system impact.For professional managers through corporate ethics,will help improve the corporate governance of listed companies in China.(3) The independent director system in China and the positioning of the Supervisory Committee,although functionally the same time as the Chinese model of corporate governance oversight mechanism, but because of the identity represented by a different,but also represent different levels of supervision. Both should complement each other to form a complementary coexistence of oversight mechanisms.
|Appears in Collections:||[中國大陸研究所] 學位論文|
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