Corporate governance in China: A modern perspective思维导图

U436588941

2023-06-08

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Corporate

governance

Corporate governance

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思维导图大纲

Institutional Background of China's Capital Market

Brief Background of China's Capital Market

Changes in the structure of Chinese investors, from non circulation to circulation, from individuals to institutions

China's Chief Securities Regulatory Authority

Functions and Powers of the China Securities Regulatory Commission

Corporate Governance Regulations

Dual board structure and respective responsibilities

China's corporate governance standards

The right of shareholders

Rules for controlling shareholders

Rules for Directors and Board of Directors

Responsibilities of the Supervisory Board

Performance evaluation and other related content of directors, supervisors, and management personnel

Introduction to government agencies supervising SOEs

Establishment time and responsibilities of SASAC

China's Equity Split Reform in 2005

Reform from non Shares outstanding to Shares outstanding

The System and Regulatory Environment of Corporate Governance in China

Concentration of equity in China

The proportion of major shareholders in China is high, but it is decreasing year by year

Management Ownership in China

State owned enterprises have fewer management shares, while non-state-owned enterprises have more management shares

Institutional investors in China

Increase in institutional holdings of corporate stocks

Board structure in China

Increase in independent directors in the board of directors

Chinese CEOs are often not chairman

Management Compensation in China

Salaries for management and board of directors in China are increasing

The salary of state-owned enterprise management is often lower than that of non-state-owned enterprise management

China's Capital Structure

Chinese enterprises have higher load capacity than European and American enterprises

China's dividend policy

Chinese companies have lower dividend payments

Summary statistics of important variables in corporate governance

Internal Governance of Chinese Enterprises

Major shareholders in China

The U-shaped relationship between the proportion of shares held by major shareholders in China and corporate value

The government does not dig tunnels for private interests

The balance of power among major shareholders contributes to positive corporate performance

The ownership of shares by Chinese management does not give it control over the company

The primary role of independent directors is different in China

Salary is not an important motivational factor for state-owned enterprise managers

Debt and dividends are (non) moderating factors for China's agency costs

In China, the role of debt constraint managers is questionable

The lender itself (i.e. the bank) is not regulated in China

Chinese companies do not pay dividends

CEOs are often not the ones with control

External Governance of Chinese Enterprises

Weak legal environment

Institutional investors in China are unlikely to undergo regulation

Labor market, control market, and product market

China's management talent market has just formed

The market for corporate control is still in its infancy

Manager of Competition Discipline in the Chinese Product Market

Chinese enterprises engage in corporate social responsibility to establish political relationships

Cross listing may improve corporate governance of Chinese companies

Conclusion of this article

This article enables more investors to understand the governance of Chinese enterprises and motivates more scholars to study this topic

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