From Winston Churchill to the Industrial Strategy Commission: laying down the markers for success.
Articles on Shareholders
Displaying 41 - 60 of 73 articles
Together, three asset managers now control shares in 40% of all publicly listed firms in the United States.
Today the world is dominated by 30 financial corporations that hold more than half the shareholdings of its corporate giants. And they follow the logic of finance capital – the logic of money.
The company tax cut may signal to the world that Australia wants to be competitive on corporate tax, but it won’t make much of a difference to our largest businesses and multinationals.
The leadership crisis experienced at the Passenger Rail Agency of South Africa reveals deep seated corporate governance failures in the management of the country’s state owned enterprises.
A weak pound is likely to lure more international bidders to UK shores. Time then to make sure we have our defences in place.
There’s a common theme in the rise of class actions against companies: CEOs have not been straight with investors, issuing falsely optimistic information or concealing negative information.
You may think it’s hard to justify corporate giving, but if done well it can be a win-win-win for the company, community and shareholders.
Tweet-shaming from politicians isn’t the best way to regulate companies – it hurts investments, shareholders and ultimately the economy.
If a company is led by an overconfident CEO, the firm is less likely to invest in corporate social responsibility measures like workforce diversity.
Australia’s rules on how investors engage with companies, coupled with the clout of superannuation investor groups, means there’s potential for more shareholder activism.
Two experts debate whether or not Australian executive pay should be benchmarked against that of US companies.
Hart and Holmström changed the way we think about corporate governance.
Good corporate governance is good for efficiency and profit in banks. But having independent board members and the number of board meetings don’t play a role, research shows.
The pursuit of shareholder value destroys jobs, investment and the long term health of the economy, but as long it is legal Philip Green’s behaviour is just business as usual.
May’s plans to transform business are more radical than they first appear.
Feel-good fudges designed to boost staff morale are giving way to tangible projects which can be reported to shareholders.
The way that UK businesses are run goes a long way towards explaining Brexit. It’s time for reform.
Research shows that having experienced shareholders that use swing trading on boards is better for business, than the independent directors required by the ASX.
A cheerful assessment of the profit potential from a merger is an easy sell to eager investors.
Top contributors
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Associate Professor in Accounting, The University of Queensland
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Professor of Company Law in Context, University of Birmingham
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Professor of Law, UNSW
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Emeritus Professor of Accounting, University of Essex, University of Essex
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Lecturer in Finance, University of Manchester
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Professor of Finance, International Institute for Management Development (IMD)
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Associate Professor of Finance, UNSW
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Lecturer, Accounting Discipline Group, University of Technology Sydney
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Associate Professor, Accounting, University of Technology Sydney
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Associate Professor of Finance
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Head of HR Research Development, Institute for Employment Studies, Lancaster University
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Professor of Law, Brooklyn Law School
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Associate Professor of Political Science, University of Amsterdam
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Honorary Associate Professor, The University of Queensland
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Associate Professor of Finance, The University of Queensland