Corporate Governance of Non-Listed Companies in Emerging Markets
This publication provides policy makers, board members, managers, equity providers, creditors and other stakeholders an overview of the issues to be addressed in establishing good corporate governance of non-listed companies.
While the corporate governance debate has mostly focused on listed companies with dispersed shareholdings, issues such as financial transparency, the role of access to outside capital and conflict resolution are just as important for non-listed and family controlled companies which play a major role in many economies.
Contributors to this publication are policy makers, regulators and practitioners, mostly from emerging markets and developing countries including Brazil, China, India, Lebanon and Mexico. Drawing on their varied experiences, the contributors address key corporate governance issues such as the role of professional managers, the implications of specific control and ownership structures; the unique characteristics of corporate governance of non-listed companies, the adequate transparency requirements in non-listed companies, and how policy makers should inform themselves in order to facilitate better corporate governance and business performance in non-listed companies.
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Ownership and Financing Structures
In this chapter, we use a large firm-level dataset covering 19 European countries in order to compare the ownership and financing structures, and performance of listed (LCs) and large non-listed companies (NLCs). For the overall sample, we find that the vast majority of NLCs have either a large or medium blockholder. This contrasts the ownership structure of LCs, which usually have no blockholder with an over 50% stake. Moreover, we present information on typology of ultimate blockholders, as well as financial ratios in LCs and NLCs.
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