Roland Perez - The diversity of corporate governance models in Europe

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Roland Perez - The diversity of corporate governance models in Europe

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Abstract

1) The subject

According to Roland Perez, Europe is characterized by a diversity of models for corporate governance (GE) and each model is suited to the geographical area or country.
Due to the constant economic and societal transformations, the author shows us that we have witnessed, in the last fifteen years, significant developments in terms of the GE models.
The problem posed by Roland Perez makes us look at the difficulties that are encountered in the creation of a unified European model of GE.

In his texts, Roland Perez gave us the flagship concept of corporate governance.
GE can be defined as all the organs, policies, decisions and information of a company. And the monitoring of key members and the partners of a company to have their interests respected and their opinions heard in the operation thereof.
GE is the most practical means of ensuring the best interests of multiple stakeholders.

The author refers to GE as "the relationships between business leaders [...] and all parties that are affected by the decisions and the actions of these leaders [...]."
Roland Perez also speaks of institutional and behavioral aspects that the GE makes possible to govern an institution. (See our definition above) This is an operational concept as it requires being applied.

Tags: Corporate Governance, Roland Perez definition of GE, various models of GE

Analysis and presentation of the specific profile of the company and establishment of key strategic objectives of the company for international expansion
1. The Profile
2. Main goals for international expansion
Choice of selection criteria for countries that are most appropriate for the profile of our business and our strategic objectives.
1. The cultural criterion
2. The economic criterion
3. The geographical criterion
4. The legal context
Application of the criteria chosen to compare the terms offered by the three countries, and choosing the best country for your project.
1. The economy
2. The geography
3. The legal context
4. The cultural criterion
Choosing the best country
Description of the profile chosen market against our strategic objectives
1. The economy
2. Legal Factor
3. The Culture
4. The geography
Establishing the best market entry strategy
Future Development Strategy
1. Focused on customers
2. Looking to the staff
3. Oriented techniques and energy

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Extract

[...] Therefore, the process of choosing a GE model is very important. • Roland Perez shows us that sophisticated models often ignore factors such as trust and reputation when compared to more simplistic models. Yet these are two concepts are useful and necessary for the proper functioning of a GE. • According to the author, each GE model is characteristic of a specific geographic area and suits the conditions that are present there. However, it is pertinent to note that this view is taken because there are differences in the EW systems even within a specific geographic area and the model adopted depends more on the strategic policy of the company and not the location of the company. [...]

[...] - The lattice model appeals to the importance of interpersonal relationships and social bonds. This is the case of GE and the Scandinavian countries of Mediterranean Europe. Limitations and criticisms Roland Perez informs us that there are several limitations to the concept of GE, which we will now look at. We have also taken the liberty to criticize (positively and negatively) some points that have been made by Roland Perez. We have compiled the limits of the GE system according to defined criteria. [...]

[...] It is particularly important to mention that he is the co-founder of the French Society of Management (SFM) and was its President in2006. He was elected to be the President of the International Network of organizations and sustainable development (RIODD) in 2008. His long and illustrious career shows us why he became interested in the concept of corporate governance. And this is the subject we will analyze in this paper. The concepts In his texts, Roland Perez gave us the flagship concept of corporate governance. GE can be defined as all the organs, policies, decisions and information of a company. [...]

[...] Roland Perez also speaks of institutional and behavioral aspects that the GE makes possible to govern an institution. (See our definition above) This is an operational concept as it requires being applied. GE, according to the author, comes in the form of various models that are based on the modes of regulation and each is represented by a particular geographical area. - The stock market model is regulated by the financial markets and the main members are the shareholders. Countries in the Europe Northwest follow this model. [...]

[...] It is indeed the phenomenon of re resistance to change. Roland Perez added that this implementation is difficult compounded by constant control of the judiciary (such as the U.S.).This does not restore confidence in the system then slows GE and its operation. This finding is nuanced as it may produce the same phenomenon of reluctance even if the control system is less extensive: for example in France, it is easier to bypass the rules of GE because France is largely focused on social and Using the state. [...]

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