Public Listed Companies and Fund Managers - Academic ...

More documents

Recommendations

Info

Norraidah Abu Hasan et al. Response categories are: 5 = Highly important, 4 = Important, 3 = Minor Importance, 2 = Not Important, 1 = Not Provided ** = significant at p
Norraidah Abu Hasan et al. explanation could be that companies mainly preferred to use annual reports and meetings as primary tools to communicate with the shareholders; whereas, the fund managers look to other means of communication that can provide timely information for investment decisions. Table 5: Gap on companies perceptions and fund managers’ perception on the importance of communication channel Companies Fund Managers Mean Mean (a-b) a b Annual reports, notices and circulars to shareholders 4.8293 4.5000 0.3293 .002** General meetings. 4.8293 4.3261 0.5032 .000** One-to-one meetings. 4.4634 4.2609 0.2025 .261 Telephone queries. 4.3415 4.0217 0.3198 .052 Emailing information to those on a circulation list. 4.2683 4.2826 -0.0143 .736 Email queries 4.4146 4.3696 0.045 .736 Company's feedback on analysts’ reports 4.3902 4.3478 0.0424 .727 Road shows/Trade Fair 3.3659 3.8913 -0.5254 .041** Site visits. 3.2927 4.3478 -1.0551 .000** Via Investor Relations sections 4.1220 4.2609 -0.1389 .367 Newspaper online investor relations section 1.9512 3.8261 -1.8749 .000** 4.0244 4.2213 -0.1970 GAP Response categories are: 5 = Highly important, 4 = Important, 3 = Minor Importance, 2 = Not Important, 1 = Not Provided ** = significant at p
Page 1 and 2: Proceedings of the 7th European Con
Page 3 and 4: Contents Paper Title Author(s) Page
Page 5 and 6: Paper Title Author(s) Page No. Core
Page 7 and 8: Preface These Proceedings represent
Page 9 and 10: John Politis (Neapolis University,
Page 11 and 12: Dr Florian Sala is a Doctor of Expe
Page 13 and 14: Mirjami Ikonen is PhD student and U
Page 15 and 16: doctorate research examines gender
Page 17 and 18: Public Listed Companies and Fund Ma
Page 19 and 20: Norraidah Abu Hasan et al. informal
Page 21: Norraidah Abu Hasan et al. & Zeitha
Page 25 and 26: Norraidah Abu Hasan et al. Holland,
Page 27 and 28: Mo’taz Amin Al -Sa’eed Generall
Page 29 and 30: Mo’taz Amin Al -Sa’eed Hº4: Au
Page 31 and 32: Mo’taz Amin Al -Sa’eed .01). Th
Page 33 and 34: Mo’taz Amin Al -Sa’eed expertis
Page 35 and 36: Aurilla Aurelie Bechina and Eli Hus
Page 43 and 44: The Variations of CSR Functions Dep
Page 45 and 46: Aurica Briscaru and Georgiana Corca
Page 51 and 52: The Characteristics and Performance
Page 53 and 54: Nicoleta Bugnar et al. initiates an
Page 55 and 56: Nicoleta Bugnar et al. Data: Eurost
Page 57 and 58: Nicoleta Bugnar et al. financial an
Page 59 and 60: Acknowledgements Nicoleta Bugnar et
Page 61 and 62: Stefan Claudiu Caescu and Ionel Dum
Page 67 and 68: Sustainable CIO Leadership in China
Page 69 and 70: Eng Chew attained by firm’s abili
Page 71 and 72: 5.1 MeatCo Eng Chew MeatCo is a sta
Page 73 and 74:
Eng Chew to exploit the Bank’s IT
Page 75 and 76:
Eng Chew and process assets (such b
Page 77 and 78:
3. Theoretical background Miroslav
Page 79 and 80:
Miroslav Chodúr et al. comparison
Page 81 and 82:
Miroslav Chodúr et al. Developmen
Page 83 and 84:
Operating profit before taxes Sales
Page 85 and 86:
Miroslav Chodúr et al. Impact of
Page 87 and 88:
Developing and Executing a Strategy
Page 89 and 90:
Michael Cummings et al. Driven by t
Page 91 and 92:
Michael Cummings et al. reviews as
Page 93 and 94:
Michael Cummings et al. Acutely awa
Page 95 and 96:
Michael Cummings et al. perspective
Page 97 and 98:
Cornelia Dascălu et al. the enviro
Page 99 and 100:
Cornelia Dascălu et al. Figure 1:
Page 101 and 102:
Cornelia Dascălu et al. The realit
Page 103 and 104:
4. Conclusions Cornelia Dascălu et
Page 105 and 106:
Questioning on Audit Committee Effe
Page 107 and 108:
Camelia Liliana Dobroţeanu et al.
Page 109 and 110:
Page 111 and 112:
Page 113 and 114:
Page 115 and 116:
Governance Versus Entrepreneurship
Page 117 and 118:
Anca Dodescu 3. Governance versus e
Page 119 and 120:
Anca Dodescu difficult separation o
Page 121 and 122:
Re-implementing an Individual Perfo
Page 123 and 124:
Marietjie du Plessis These issues r
Page 125 and 126:
*SS: Support Services SS Figure 1:
Page 127 and 128:
Marietjie du Plessis Training sess
Page 129 and 130:
Marietjie du Plessis Line managers
Page 131 and 132:
Marietjie du Plessis Bourne, M., Ne
Page 133 and 134:
Carmen Sonia Duse et al. 2. The org
Page 135 and 136:
Carmen Sonia Duse et al. The values
Page 137 and 138:
Carmen Sonia Duse et al. Correlatin
Page 139 and 140:
Structural Capital and Project Proc
Page 141 and 142:
Barbara Edington and Beth Ouellette
Page 143 and 144:
4.3 Temporary organization manageme
Page 145 and 146:
Management Leadership and Governanc
Page 147 and 148:
Emmanuel Innocents Edoun is to be s
Page 149 and 150:
Emmanuel Innocents Edoun During the
Page 151 and 152:
Emmanuel Innocents Edoun principals
Page 153 and 154:
Richard Ens and Richard Turner user
Page 155 and 156:
Richard Ens and Richard Turner tele
Page 157 and 158:
Richard Ens and Richard Turner Aust
Page 159 and 160:
Richard Ens and Richard Turner Aust
Page 161 and 162:
Olga Erahtina As a rule, the confli
Page 163 and 164:
Olga Erahtina The second group incl
Page 165 and 166:
Limiting power to make transactions
Page 167 and 168:
Corporate Governance in Emerging Ec
Page 169 and 170:
Niculae Feleagă et al. the two res
Page 171 and 172:
Table 1: Sample companies: Niculae
Page 173 and 174:
Niculae Feleagă et al. In Romania,
Page 175 and 176:
VTMM - Virtual Team Maturity Model
Page 177 and 178:
Ralf Friedrich et al be implemented
Page 179 and 180:
Application sharing Asynchronous to
Page 181 and 182:
Ralf Friedrich et al optimisation o
Page 183 and 184:
Managing Knowledge in Digital Econo
Page 185 and 186:
Bogdan Ghilic-Micu et al. Figure 1:
Page 187 and 188:
Bogdan Ghilic-Micu et al. The conce
Page 189 and 190:
Bogdan Ghilic-Micu et al. 4. Virtua
Page 191 and 192:
Bogdan Ghilic-Micu et al. in produc
Page 193 and 194:
Bogdan Ghilic-Micu et al. additiona
Page 195 and 196:
Bogdan Ghilic-Micu et al. 6. Conclu
Page 197 and 198:
Social Responsibility, an Element o
Page 199 and 200:
Georgeta Grigore and Corina Grigore
Page 201 and 202:
Georgeta Grigore and Corina Grigore
Page 203 and 204:
RS4 = discretionary responsibility
Page 205 and 206:
Toward a Viable Construct of R&D Sy
Page 207 and 208:
Patrick Hester and Thomas Meyers Re
Page 209 and 210:
Patrick Hester and Thomas Meyers Th
Page 211 and 212:
3.7 Foresight Patrick Hester and Th
Page 213 and 214:
Acknowledgements Patrick Hester and
Page 215 and 216:
A Biographical Approach to Research
Page 217 and 218:
Karen Jones experiences and parents
Page 219 and 220:
Karen Jones Biographical process st
Page 221 and 222:
Karen Jones Chamberlayne, P., Borna
Page 223 and 224:
Jolanta Kowal The identification o
Page 225 and 226:
Jolanta Kowal Almost 30% of economi
Page 227 and 228:
Jolanta Kowal A job can be found in
Page 229 and 230:
Jolanta Kowal resistance/assertiven
Page 231 and 232:
References Jolanta Kowal Eurostat (
Page 233 and 234:
Which competences are preferred dur
Page 235 and 236:
A project-oriented institution is a
Page 237 and 238:
The ability to use social media too
Page 239 and 240:
Managers N=13 m std Vm Time managem
Page 241 and 242:
The most important hard competences
Page 243 and 244:
Development of a Validation Method
Page 245 and 246:
Figure 1: Overall research framewor
Page 247 and 248:
3. Development of a validation meth
Page 249 and 250:
Mike Krey et al. - one of the valid
Page 251 and 252:
Mike Krey et al. Validation type 3
Page 253 and 254:
Mike Krey et al. Cole, Robert; Pura
Page 255 and 256:
The Potential of Library 2.0 in But
Page 257 and 258:
2. Methodology Tom Kwanya et al. Th
Page 259 and 260:
Tom Kwanya et al. online to discove
Page 261 and 262:
Tom Kwanya et al. Friend, F.J. (199
Page 263 and 264:
Linda Lee-Davies and Nada Kakabadse
Page 265 and 266:
Page 267 and 268:
Page 269 and 270:
Page 271 and 272:
James Lockhart governance “violat
Page 273 and 274:
4. Results James Lockhart The major
Page 275 and 276:
James Lockhart Much is to be learnt
Page 277 and 278:
James Lockhart Peters, T. J. and Wa
Page 279 and 280:
Camelia Iuliana Lungu level must ov
Page 281 and 282:
Camelia Iuliana Lungu Which stakeh
Page 283 and 284:
Camelia Iuliana Lungu 2004) on thes
Page 285 and 286:
Camelia Iuliana Lungu Rueda-Manzana
Page 287 and 288:
Xavier Martin Competencies: Most le
Page 289 and 290:
Xavier Martin Emotional intelligenc
Page 291 and 292:
Planning Organizing Coordinating Co
Page 293 and 294:
The Impact of Quality of Bureaucrac
Page 295 and 296:
Ani Matei and Lucica Matei A broad
Page 297 and 298:
Ani Matei and Lucica Matei The expe
Page 299 and 300:
Ani Matei and Lucica Matei Table 6:
Page 301 and 302:
Internalisation of the Values of Na
Page 303 and 304:
Ani Matei et al. A section extensi
Page 305 and 306:
Ani Matei et al. 2.4 Other modality
Page 307 and 308:
For those three states we shall obt
Page 309 and 310:
Political parties (Financing of pol
Page 311 and 312:
Ani Matei et al. Doig, A., McIvor,
Page 313 and 314:
Thomas Meyers and Patrick Hester Th
Page 315 and 316:
Thomas Meyers and Patrick Hester as
Page 317 and 318:
Thomas Meyers and Patrick Hester At
Page 319 and 320:
Thomas Meyers and Patrick Hester th
Page 321 and 322:
Thomas Meyers and Patrick Hester Ly
Page 323 and 324:
2. Literature review Sundaram Natar
Page 325 and 326:
Sundaram Nataraja et al. The second
Page 327 and 328:
Sundaram Nataraja et al. as require
Page 329 and 330:
Workplace Well-Being and Engagement
Page 331 and 332:
Jinia Mukerjee Nath From the eudemo
Page 333 and 334:
Jinia Mukerjee Nath 7. Organization
Page 335 and 336:
Jinia Mukerjee Nath engagement-neut
Page 337 and 338:
The Directing Role of Governance in
Page 339 and 340:
Fattah Nazem The researcher has use
Page 341 and 342:
Fattah Nazem Higher education syste
Page 343 and 344:
The Role of Governance in Appointin
Page 345 and 346:
Fattah Nazem creativity when they p
Page 347 and 348:
x7 x8 x9 x10 x11 x12 x13 x14 x15 x1
Page 349 and 350:
Fattah Nazem best choice. Moreover,
Page 351 and 352:
Abiola Ogunyemi (ibid. at p. 95). I
Page 353 and 354:
Abiola Ogunyemi leading people to d
Page 355 and 356:
Abiola Ogunyemi The themes of integ
Page 357 and 358:
Abiola Ogunyemi Olisa Agbakoba (201
Page 359 and 360:
John Politis and Denis Politis (Mou
Page 361 and 362:
John Politis and Denis Politis impr
Page 363 and 364:
John Politis and Denis Politis CFA.
Page 365 and 366:
John Politis and Denis Politis Gist
Page 367 and 368:
Mirela Popa and Irina-Iulia Salanţ
Page 369 and 370:
Page 371 and 372:
Page 373 and 374:
Page 375 and 376:
Page 377 and 378:
Ali Pourkazemi and Mohammadreza Abd
Page 379 and 380:
Page 381 and 382:
Page 383 and 384:
Page 385 and 386:
Page 387 and 388:
Changing Managerial and Leadership
Page 389 and 390:
Parveen Prasad It is highlighted by
Page 391 and 392:
Methods of Data Analysis Parveen Pr
Page 393 and 394:
Parveen Prasad Company have restruc
Page 395 and 396:
Tax Aggressive Behaviour in Private
Page 397 and 398:
Tensie Steijvers and Mervi Niskanen
Page 399 and 400:
Page 401 and 402:
Page 403 and 404:
Making Organizational Learning Work
Page 405 and 406:
Figure 1: Cable connector assembly
Page 407 and 408:
John Sullivan and Roger Beach dimin
Page 409 and 410:
John Sullivan and Roger Beach Congr
Page 411 and 412:
Nucharee Supatn organization. As su
Page 413 and 414:
Nucharee Supatn characteristics whi
Page 415 and 416:
Nucharee Supatn intention while 64
Page 417 and 418:
Nucharee Supatn 7. Limitations and
Page 419 and 420:
Anabella Maria Târnovan concentrat
Page 421 and 422:
Anabella Maria Târnovan In our opi
Page 423 and 424:
Anabella Maria Târnovan empty in t
Page 425 and 426:
Anabella Maria Târnovan Muñiz, Al
Page 427 and 428:
2. Literature review Gerry Urwin Th
Page 429 and 430:
Gerry Urwin This explanation is a m
Page 431 and 432:
Gerry Urwin critically evaluate are
Page 433 and 434:
Gerry Urwin motivational force to c
Page 435 and 436:
Professionalization of TMT in Priva
Page 437 and 438:
Pieter Vandekerkhof, et al. be cons
Page 439 and 440:
Pieter Vandekerkhof, et al. P4: The
Page 441 and 442:
Pieter Vandekerkhof, et al. Flamhol
Page 443 and 444:
Much More Than CEO Duality: A Behav
Page 445 and 446:
Maarten Vandewaerde et al. tives (D
Page 447 and 448:
Maarten Vandewaerde et al. (see tab
Page 449 and 450:
Maarten Vandewaerde et al. like to
Page 451 and 452:
The Board of Directors as a Team: G
Page 453 and 454:
Maarten Vandewaerde et al. members,
Page 455 and 456:
Maarten Vandewaerde et al. multipha
Page 457 and 458:
Maarten Vandewaerde et al. The insi
Page 459 and 460:
Board Dynamics: The Soft Underbelly
Page 461 and 462:
Theo Veldsman spirit of sound corpo
Page 463 and 464:
Theo Veldsman answers to which need
Page 465 and 466:
Theo Veldsman 5.3 Macro software el
Page 467 and 468:
Theo Veldsman of the board that aff
Page 469 and 470:
2. Research methodology Lugkana Wor
Page 471 and 472:
Lugkana Worasinchai et al. Table 1:
Page 473 and 474:
Lugkana Worasinchai et al. Furtherm
Page 475 and 476:
Monica Zaharie et al. external agen
Page 477 and 478:
Monica Zaharie et al. Binder (1997)
Page 479 and 480:
Monica Zaharie et al. With regard t
Page 481 and 482:
PhD Research Papers 465
Page 483 and 484:
Experiential Education as a Part of
Page 485 and 486:
prepared program is necessary also
Page 487 and 488:
In the Figure 2 and Table 2 below c
Page 489 and 490:
Among favourite types of programs,
Page 491 and 492:
In total, the less negative aspect
Page 493 and 494:
The Testing and Validation of a Mod
Page 495 and 496:
Danie du Toit et al. The objective
Page 497 and 498:
Danie du Toit et al. The leader wit
Page 499 and 500:
Danie du Toit et al. Women’s ind
Page 501 and 502:
Danie du Toit et al. enhances the l
Page 503 and 504:
Relationships Between Human Resourc
Page 505 and 506:
Nicoleta Valentina Florea et al. A
Page 507 and 508:
Nicoleta Valentina Florea et al. B
Page 509 and 510:
Nicoleta Valentina Florea et al. or
Page 511 and 512:
Nicoleta Valentina Florea et al. Th
Page 513 and 514:
Examination of the Dynamic Relation
Page 515 and 516:
Fadi Hachem Hecht and Allen (2009:8
Page 517 and 518:
Fadi Hachem finish their work at ho
Page 519 and 520:
Fadi Hachem authoritarian leader wh
Page 521 and 522:
Inter-Firm Cooperation Under the Vi
Page 523 and 524:
Nguyen Phuc Nguyen motivation refer
Page 525 and 526:
Nguyen Phuc Nguyen (2011). The rema
Page 527 and 528:
Nguyen Phuc Nguyen cooperation inte
Page 529 and 530:
Nguyen Phuc Nguyen David, F.D., Bag
Page 531 and 532:
Choice or Predetermined Path? Women
Page 533 and 534:
Corina Sheerin Tannen (1991) who im
Page 535 and 536:
Corina Sheerin higher scores than m
Page 537 and 538:
Figure 1: Conceptual model Referenc
Page 539 and 540:
Corina Sheerin Turco, C.J. (2010) "
Page 541 and 542:
Šárka Vránová understand the co
Page 543 and 544:
Šárka Vránová If the lower-orde
Page 545 and 546:
Šárka Vránová From these findin
Page 547 and 548:
Šárka Vránová improve the work
Page 549 and 550:
Work in Progress Papers 533
Page 551 and 552:
Models for Supply Chain Governance
Page 553 and 554:
Emil Crisan et al. steering committ
Page 555 and 556:
Adriana Giurgiu et al. SMEs, in the
Page 557 and 558:
Renewing Human Intellectual Capital
Page 559 and 560:
Mirjami Ikonen and Taina Savolainen
Page 561 and 562:
Records Governance in Enterprise 2.
Page 563 and 564:
Elizabeth Shaffer and Luciana Duran
show all

Public Listed Companies and Fund Managers - Academic ...

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?