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Corporate Governance and Development: The Case of China

Sean Liu
Managerial and Decision Economics
Vol. 26, No. 7, Corporate Governance: An International Perspective (Oct. - Nov., 2005), pp. 445-449
Published by: Wiley
Stable URL: http://www.jstor.org/stable/25151402
Page Count: 5
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Corporate Governance and Development: The Case of China
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Abstract

There has been a growing interest in corporate governance in China in recent years. This article assesses some of the key moves by the Chinese authorities aimed at developing corporate governance in China. Many problems persist that are typical of systems that fail to protect shareholder interests, and we can detect political influence in the two-tiered board system. Privatization has focused attention on the rules governing enterprise operations. The new legal framework of company law still leaves much scope for developing corporate governance at the level of the enterprise.

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