By Laixiang Sun
Traditional knowledge recommends the prevalence of personal possession of companies. the truth confronts it with a wealthy range in possession and governance buildings. This publication examines 5 different types of unorthodox possession and governance varieties rising within the commercial quarter throughout significant economies. It analyses situations to illustrate that there are alternative routes to harden funds constraints of state-owned organizations. It investigates the using forces in the back of those evolving dynamics and explores coverage implications for constructing and transition economies.
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Extra resources for Ownership and Governance of Enterprises: Recent Innovative Developments (Studies in Development Economics and Policy)
To make this type of financial institution work in transitional and developing countries the transfer of know-how and technical assistance is essential. International financial institutions such as the World Bank and international financial investors could play an active part in this. Fifth, scholars often depict institutions and organizational forms that are popular in the West as ‘best practice institutions’ and recommend that other countries adopt them as quickly and exclusively as possible, generating a degree of pessimism among scholars and the public about transition and development.
Competition in product markets may make profits more sensitive to the efficiency of the organizational forms and the effort of managers, and this not only enables owners to relate managerial remuneration to profits in order to stimulate managerial effort, but also shows them the opportunity cost of different organizational structures. Competition by comparison also enables reputation-building efforts of managers and reduces moral hazard because the managers’ efforts can be estimated with greater precision (Vickers, 1995; Hay and Liu, 1997).
Laixiang Sun 31 3 The system of individual internal accounts is based on each cooperative in the group putting 70 per cent of its surplus into the system, and each member of the cooperative has an internal account. Each individual account has a record of the receipt of the surplus portion earmarked, and the corresponding amount is then automatically loaned back to the cooperative, with interest paid. Upon leaving a member receives 75 per cent of the accumulated funds credited to his or her internal account; the other 25 per cent is retained by the cooperative for capitalization.