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Corporate Governance: An International Review

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Опубликовано на портале: 15-11-2007
Sigurt Vitols Corporate Governance: An International Review. 2005.  Vol. 13. No. 3. P. 386 - 396. 

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Опубликовано на портале: 18-12-2007
Ronald Philip Dore Corporate Governance: An International Review. 2005.  Vol. 13. No. 3. P. 437-446. 
There are good reasons for national differences in corporate governance, differences in the distributional outcomes desired and differences in motivational resources; material sticks and carrots are not the only ways of keeping top managers efficient, honest and dynamic. Yet, too often discussions of corporate governance assume the Anglo-Saxon model to be normal and others“deviant”– a notion to be challenged, but nevertheless the dominant assumption among the“reformers” of corporate governance in Japan and Germany. Most of the reforms in those two countries over the past decade have purported to be about making top managers more honest and efficient. In fact their purport has more often been to change distributional outcomes, favouring shareholders at the expense of employees.
Опубликовано на портале: 24-11-2008
Gregory Jackson Corporate Governance: An International Review. 2005.  Vol. 13. No. 3. P. 419-428. 
A small but significant stream of research has emerged on how changes in corporate governance impact labour management, particularly in countries with stakeholder-oriented corporate governance. This paper briefly reviews existing empirical and theoretical literature on the links between corporate governance and labour management. Then it compares recent trends in Germany and Japan in terms of how changes in corporate governance affect the distribution of value-added, employment adjustment, pay systems and employee participation. Germany and Japan have proven able to adapt and modify their stakeholder model of employment and employee participation to changing circumstances. However, the size of the core model is getting smaller.
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