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Organization and Development of Russian Business A Firm Level Analysis_2

Tham khảo tài liệu 'organization and development of russian business a firm level analysis_2', tài chính - ngân hàng, tài chính doanh nghiệp phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | 100 Organization and Development of Russian Business 90-100 80-90 WWWWWWWWWWWW3112 70-80 ýWWWH 50 60-70 50-60 40-50 mwoww j62 30-40 20-30 10-20 W3WSW1 0-10 W W BW0- W BBWBSW W166 -I I I I I I I I I I 0 20 40 60 80 100 120 140 160 180 No. of companies Figure 4.2 Proportion of outsider directors for 730 joint-stock companies frequency distribution Source The joint enterprise survey. managers to accept individuals from these business groups or partners as board chairmen. Needless to say it is likely that a business group or partner affiliated with an enasrprisa could place its representative on its board of directors to have him pesforma jpvete monitoring role as an outsider chairman. However when two companies are affiliated through cross shareholding or joint ownership and maictain t gsed relationship with eacheiher i would also be posaibis tnr one compauỵ to place i s tepres entatIva the other company s board in dsfraace of iht wilioS tht aiharcornoany i management team. TaOingih it into arseuni wee afer to Peccd chcid men appointed from arnonpfhose darnind hi c ad Sncpn 0fXi Of i bbslneia priii ner to as quasi-outsider cSorim fnd pnsiiContìtsrn afhd 1 category between insider chairmen who are promoted from within the company and outsider diaismen who hatọe hai sncratfsfSitiss.r The relationship among tbe tinee tipei of boatd chairrnes tatarms ei adi oini-ment rou e is hereinafter exfi osss ea bhe 0 pf 01 . ment. A higher of outsideness in 0 Uiard ahbrman 1 d en degree 0 board 1 id . According to the mewerf frarn 7O1 entaipriseibnctrespoodad to rhe question regardng . nOichthey aii 0 Oo nrd chnár- meT 340 or 45-9 bi ci nai ttnrn afe 1 Oulsíd ri oismen a or 30.9 and quasi-eutfider rhdinoan 172br23.2 - fellow hhís pirtuse corresponds almost precisely to the balance of power between managerial The Structure of Corporate Boards 101 Table 4.3 Correlation matrix of board components Board size Proportion of outsider directors Outsideness of chairman appointment Board size