Elizabeth Von M
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15. The OECD Economic Survey of Japan, 2002, called for the authorities to strengthen
bank restructuring and to insist on reforms to governance and to operating
structures including credit assessments. A programme announced in
October 2002 strengthens the function of external auditors and puts banks on
notice that the authorities will rigorously use their powers to issue a Business
Improvement Administrative Order to a bank which has not achieved its
rationalisation plan (for those which have been previously recapitalised). The
government has also clarified the criteria under which it would convert preferential
shares to normal voting shares. In Korea, the OECD Economic Survey, 2003, noted that
the banks had returned to profitability and credit ratings have improved. However,
despite government efforts to ensure independent and responsible management of
the banks it owns, privatising them is essential to remove any doubts about
government intervention in operational management decisions.
16. For a review see The Growth Project: Beyond the Hype, OECD, 2001.
17. The Sources of Economic Growth in the OECD Countries, OECD, 2003.
18. Leahy, M. et al., “Contributions of financial systems to growth in OECD countries”,
OECD Economics Department Working Papers, 280, March 2001.
19. R. La Porta et al., “Investor protection and corporate governance”, Journal of
Financial Economics, 58, 2000. However, the sample of this study is quite broad and
it is not clear that a strong relationship might also apply only to OECD countries.
20. OECD, op. cit., 2003 noted very different patterns of firm entry and exit across
countries. New entrants in the US were much smaller in scale than European
counterparts but when successful grew quite rapidly. The study hypothesised that
the larger size in Europe led to a bias against innovative and risky activities while
remaining agnostic about whether excessive dynamics might also be associated
with economy-wide costs.
21. For an explanation of the theory underlying the relationship between corporate
governance arrangements and growth see M. Maher and T. Anderson, “Corporate
governance: Effects on firm performance and economic growth”, in J. McCahery et
al., Corporate Governance Regimes: convergence and diversity, Oxford, 2002.
22. For an exception see Johnson, et al., who find that measures of corporate
governance explain the extent of exchange rate depreciation and stock market
decline during the Asian crisis better then do standard macroeconomic measures.
S. Johnson et al., “Corporate governance in the Asian financial crisis”, Journal of
Financial Economics, 58, 2000.
23. W. Carlin and C. Mayer, “How do financial systems affect economic performance”,
in J. McCahery et al., Corporate Governance Regimes: Convergence and Diversity, op. cit.
24. For an even stronger conclusion which argues that the evidence favours a greater
reliance on equity finance see R. Rajan and L. Zingales, “Financial systems,
industrial structure and growth”, Oxford Review of Economic Policy, Vol. 17, 4, 2001.
25. For example, opinion polls show a dramatic fall in the standing of CEOs in the eyes
of the public.
26. Concerns about lack of integrity were reflected in the record number of account
restatements in the US during 2002. The steep decline of stock prices after 2000
should not be taken as prima facie evidence of lack of integrity since a macroeconomic
correction to overvaluation was also underway.
1. POLICY CONCERNS AND DRIVING FORCES
CORPORATE GOVERNANCE: A SURVEY OF OECD COUNTRIES – 38 ISBN 92-64-10605-7 – © OECD 2004
27. The situation was made even worse by rapidly rising stock prices. But even without
these, the incentive structure of remuneration systems, especially in the US, appears
to have been deficient. One study concluded that “Whatever the appearances,
executive compensation is not generally the product of arm’s length bargaining, but
is the result of a process that executives can substantially influence. Moreover,
although executive compensation is set against the background of market forces,
these forces are hardly strong enough to compel optimal contracting outcomes. As a
result, executives can use their power to influence compensation arrangements and
to extract rent”. See L. Bebchuk, J. Fried and D. Walker, “Managerial power and rent
extraction in the design of executive compensation”, NBER Working Paper, 9068, 2002.
ISBN 92-64-10605-7
Corporate Governance: A Survey of OECD Countries
© OECD 2004
CORPORATE GOVERNANCE: A SURVEY OF OECD COUNTRIES – ISBN 92-64-10605-7 – © OECD 2004 39
Chapter 2
Broad Policy Choices Underlying
Recent Developments
2. BROAD POLICY CHOICES UNDERLYING RECENT DEVELOPMENTS
CORPORATE GOVERNANCE: A SURVEY OF OECD COUNTRIES – 40 ISBN 92-64-10605-7 – © OECD 2004
Principles, regulation and law: a shifting balance
An important feature of the Principles is that they do not explicitly assign
responsibility for implementation. Rather they are intended to serve as a
reference point to be used by both policy makers as they deal with their legal
and regulatory frameworks and by market participants as they develop their
own practices. However, the preface does note that “as important a role as
governments may play in shaping the legal, institutional and administrative
environment in which corporate governance and control are developed, the
main responsibility remains with the private sector”. The efforts on the part of
enterprises to improve their own corporate governance arrangements is only
now becoming clearer with the development of indicators by a number of
private bodies.
In dealing with corporate governance issues, member countries have used
a varying combination of legal and regulatory instruments on the one hand, and
voluntary codes and principles on the other. In some instances, the latter are
backed by legal or regulatory obligations to “comply or explain”. The balance
between law, regulation and voluntary principles varies widely in the OECD area
depending in part on history, legal traditions, efficiency of the courts, the
political structure of the country and the stage of enterprise development. From
the point
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