746 resultados para corporate governance reforms
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The financial crisis that occurred between the years 2007 and 2008, known as the subprime crisis, has highlighted the governance of companies in Brazil and worldwide. To monitor the financial risk, quantitative tools of risk management were created in the 1990s, after several financial disasters. The market turmoil has also led companies to invest in the development and use of information, which are applied as tools to support process control and decision making. Numerous empirical studies on informational efficiency of the market have been made inside and outside Brazil, revealing whether the prices reflect the information available instantly. The creation of different levels of corporate governance on BOVESPA, in 2000, made the firms had greater impairment in relation to its shareholders with greater transparency in their information. The purpose of this study is to analyze how the subprime financial crisis has affected, between January 2007 and December 2009, the volatility of stock returns in the BM&BOVESPA of companies with greater liquidity at different levels of corporate governance. From studies of time series and through the studies of events, econometric tests were performed by the EVIEWS, and through the results obtained it became evident that the adoption of good practices of corporate governance affect the volatility of returns of companies
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Coordenação de Aperfeiçoamento de Pessoal de Nível Superior
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Includes bibliography
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Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)
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Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)
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Social Cohesion: Inclusion and a Sense of Belonging in Latin America and the Caribbean Fiscal Policy in Boom Times Op-ed by ECLAC's Executive Secretary, José Luis Machinea: For Latin America and the Caribbean, a Time of Opportunities and Threats Highlights: eLAC2007 Regional Action Plan: New Regional Group Works for an Inclusive Information Society. By Marta Maurás, Secretary of the Commission, ECLAC Indicators Corporate Governance, Social Responsibility and Business Strategies in Latin America Recent titles Calendar of events
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The objective of this work was to identify a possible relation between corporate governance, through the structure of the boards of directors and the levels of earnings management of Brazilian public companies. The study is characterized as a descriptive, of a hypothetical-deductive nature, with quantitative approach guided by the estimation model proposed by Kang and Sivaramakrishnan (1995). The sample was comprised by 56 companies, analyzed in the period from 2011 to 2014. The information on the companies were extracted from Economatica databank. For the data analysis, we used multivariate techniques, such as Pearson correlation and panel data in POLS, Fixed Effects and Random Effects approaches. Furthermore, we applied the mean comparison test ANOVA. The results obtained show that, generally, the organizations tend to follow the profile of boards of directors recommended by the codes of corporative governance. However, the characteristics of the composition of the board, regarding its size and the duality of positions that are not yet sufficient to be considered capable of inhibiting the discretionary practice of the studied companies. Relative the control variables, only size and return on equity presented no significant relation with result management. It is important to highlight that literature point many factors that explain the different impacts caused by the formation of the administration board in different regions or countries. Among the factors pointed, we highlight the legal system of the country, the economic and political development, the importance of the capital market, and the level of accounting education.
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Pós-graduação em Direito - FCHS
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Conselho Nacional de Desenvolvimento Científico e Tecnológico (CNPq)
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Pós-graduação em Ciências Sociais - FFC
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Pós-graduação em Ciência da Informação - FFC
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Corporate governance can be understood like a management model that aims to build a good relationship between managers, controllers, minority shareholders and other stakeholders. Implement corporate governance in an organization often requires a cultural change. Corporate governance as an organizational model needs reinforce cultural behaviors of its members so as which support the principles and values that increment the relationship between the organization and its stakeholders. The process of corporate structuring of an organization is largely determined by culture. Being the culture a set of organizational values that distinguishes one organization of other, it is natural that these organizations find adjustment difficulties during the implementation of international values. The organizations in the context of corporate governance can t think and act over themselves, but instead must think and take action on a set of actors who are strongly linked with them in order to achieve the same goals and objectives planned.