Portugal The Internal Governance Structure of Financial Regulatory Authorities: Main models and current trends

The Malaysian finance industry is governed by Bank Negara Malaysia (BNM) and Securities Commission Malaysia (SC). BNM governs the banking and insurance industries and the SC regulates and develops its capital market. Both authorities have issued regulations to cater for the proliferation of fintech businesses. For example, BNM issued regulations on digital currency exchanges, electronic-know your customer requirements for fintech companies facilitating remittances, and a regulatory sandbox framework for fintech businesses. Similarly, the SC issued a digital investment management framework, another to facilitate equity crowdfunding, peer-to-peer lending, and digital asset exchanges, and the instrumental digital currency and digital token order. All were issued to encourage innovation in the industry, manage disruption, mitigate risks, and ensure consumer protection. This chapter will explain the steps taken by Malaysia's financial regulatory authorities in dealing with fintech-based companies, critically review the regulations, and recommend some ways forward.

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The Logic behind the Internal Governance of Sweden’s Largest Agricultural Cooperatives

Sustainability ◽

10.3390/su12219073 ◽

2020 ◽

Vol 12 (21) ◽

pp. 9073

Author(s):

Karin Hakelius ◽

Jerker Nilsson

Keyword(s):

Boards Of Directors ◽

Governance Structure ◽

Equity Capital ◽

Agricultural Cooperatives ◽

Governance System ◽

Internal Governance ◽

Market Rate ◽

Business Operations ◽

Tentative Explanation ◽

The Individual

This study comprises a qualitative analysis of the governance structures within the two largest agricultural cooperatives in Sweden, both of which have large and heterogeneous memberships, as well as sizeable and complex business operations. Interviews were conducted with district council members and representatives from the boards of directors. The data from both case cooperatives indicate a genuinely traditional democratic member governance structure. There is a great deal of social capital in the governance system. A tentative explanation of the member involvement is that the cooperatives’ equity capital is owned by the individual members, and the members are free to sell and buy their shares at a market rate. The members are satisfied with the return on the capital they have invested in the cooperatives. They receive bonus shares and dividends above what most members would get in other investments. A conclusion is that very large cooperatives may succeed well with a member-democratic governance system of the traditional cooperative type, which in this case is probably due to the members’ satisfaction with the individualized ownership of the cooperatives.

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The Comparison on Corporate Governance between Temasek and State-Owned Companies in China

Advanced Materials Research ◽

10.4028/www.scientific.net/amr.998-999.1634 ◽

2014 ◽

Vol 998-999 ◽

pp. 1634-1637

Author(s):

Xu Bei Zhang

Keyword(s):

Corporate Governance ◽

Control Method ◽

Institutional Environment ◽

Governance Structure ◽

Governance Mechanism ◽

Internal Governance ◽

Professional Managers ◽

Restraint Mechanism ◽

Structure State ◽

Corporate Governance Mechanism

This paper proceeds as follows. Corporate governance, broadly speaking, is a science which studies enterprise power arrangement. In the narrow sense, it belongs to the ownership of enterprises; it is a science which researches how to empower professional managers and to use regulatory authority to their performance of duties. The improvement of the efficiency of the state-controlled corporate governance depends on the choice of corporate governance mechanism. Constrained by the institutional environment, the corporate governance is also affected by the internal governance structure. State-owned enterprises still face great difficulties when they manager to make a clear boundary between the central enterprises and government, separate ownership and management completely, achieve a sound governance structure. Temasek has a high quality management mode. The company special board composition and the control method of the layered progressive and effective restraint mechanism play a key role. State-owned enterprises can learn from Temasek’s experience of corporate governance, and promote the reform of the governance structure, to stimulate the vitality of enterprises.

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Research on the Mediating Effect of Corporate Governance Behavior between GEM and Governance Performance of Listed Companies on the Growth Enterprise

Journal of Organizational and End User Computing ◽

10.4018/joeuc.20211101oa21 ◽

2021 ◽

Vol 33 (6) ◽

pp. 0-0

Keyword(s):

Index System ◽

Business Performance ◽

Listed Companies ◽

Governance Structure ◽

Mediating Effect ◽

Internal Governance ◽

The Index System ◽

And Performance ◽

And Behavior ◽

Management Operation

At the end of 2019, the sudden attack of the COVID-19 brought huge challenges to the management, operation and development of listed companies. In view of the suddenness of the epidemic, the internal governance of listed companies is even more important! The index system, governance structure and performance, structure and behavior, structure and performance of the proposed hypotheses affected by the behavior of the index system, the 2019-2020 China GEM listed companies as a sample of equity concentration, and the human capital board of directors as the sample explanatory variable , Business performance, innovation performance are dependent variables, supervision and behavior, as an intermediary to encourage behavior, related test hypotheses, verify the path that Chinese companies listed in the GEM governance structure affect governance performance through behavior.

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Research on the Optimization of the Internal Governance Structure of Guangxi Private Colleges and Universities under the Construction of “Double First-Class”

Modern Management ◽

10.12677/mm.2020.106116 ◽

2020 ◽

Vol 10 (06) ◽

pp. 966-971

Author(s):

丹黎

Keyword(s):

Private Colleges ◽

Governance Structure ◽

Colleges And Universities ◽

Internal Governance ◽

Private Colleges And Universities

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Legitimacy or good governance: What drives carbon performance in Australia

Corporate Ownership and Control ◽

10.22495/cocv10i3art4 ◽

2013 ◽

Vol 10 (3) ◽

pp. 39-48 ◽

Cited By ~ 1

Author(s):

Wei Qian

Keyword(s):

Good Governance ◽

Governance Structure ◽

Governance System ◽

Internal Governance ◽

Wide Range ◽

Corporate Governance System ◽

Future Policy ◽

Using Data ◽

Carbon Performance ◽

External Forces

Previous studies present diverse views on carbon performance. The legitimacy perspective posits that external forces from a wide range of stakeholders drives environmental performance change, while the governance perspective posits that strong internal governance structure leads to performance improvement. This study empirically examines the validity of these different perspectives. Using data released by top polluting companies included in the Australian National Greenhouse and Energy Reports (NGER), the study finds that better governance structures are significantly associated with higher carbon performance, but there is no significant relationship between external carbon disclosure and carbon performance. The results suggest that future policy needs to focus more on ensuring strong corporate governance system and encouraging the integration of environmental aspects into governance agenda.

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