Dekonstrukcja struktury spółki kapitałowej. Wpływ urzędników na spółki Skarbu Państwa

Postula, Igor
December 2014
Problemy Zarzadzania;2014, Vol. 12 Issue 4(49), p139
Academic Journal
State Owned Companies (SOCs) should in general operate according to the same rules as privately owned companies. However, the fact that the state is the shareholder enables government officials to influence both management and supervisory boards. The aim of the research is to identify the influence of government officials on SOCs' management and supervisory boards and the determinants of government officials decisions' concerning SOCs, in particular the problems that refer to the operation of Polish Ministry of Treasury. The main question here is if the influence of government officials is constructive or destructive for the companies as the entities that undertake commercial activity and that should achieve their business aims. The research carried out by the author is interdisciplinary and consists of regulation analysis and large sample analysis conducted among SOCs' management and supervisory boards' members and officials of Polish Ministry of Treasury that supervise SOCs.


Related Articles

  • Board Structure and Competencies after Mass Privatization -- The Case of the Czech Republic. Maly, Milan // EBS Review;2006, Issue 21, p117 

    The development of corporate governance in the Czech Republic attempted to follow the example of European market economy countries, sometimes without fully understanding the logic of the whole system. The topic of this article is the development of board structure and competencies after mass...

  • What is DLMA analysis? Tunjic, Peter // Governance Newsletter;Oct2015, Issue 256, p8 

    The article discusses DLMA analysis as a new way of analysing how well a company manages what are deemed potentially contradictory elements of assurance and management with directorship and leadership. It points out that DLMA analysis, which uses a quadrant-based matrix to categorize board and...

  • List of Core Competencies. Kessler, Robin; Strasburg, Linda A. // Competency-Based Resumes;2005, p149 

    A list of core competencies for competency-based organizations is presented.

  • Contents.  // Organizational Dynamics;Jul2015, Vol. 44 Issue 3, piii 

    No abstract available.

  • MORE WOMEN ON BOARDS: WHAT BOARDS NEED, WHAT SHAREHOLDERS WANT. Leblanc, Richard // Ivey Business Journal;Mar/Apr2009, Vol. 73 Issue 2, p5 

    The article offers suggestions for would-be women corporate directors to enhance their chances of being identified as potential directors and of being selected for the boards. It suggests these women to network collectively, outside the place of employment. It recommends the women directors to...

  • It all starts with well-chosen directors. Stout, John // Directors & Boards;2012 Third Quarter, Vol. 36 Issue 5, p20 

    The article offers the author's insights on the article of lawyer Gary Schmidt concerning board composition as a core of good governance. The author mentions that the argument of Schmidt on the value of legal director is extremely important and applies to the needs of the board. The author...

  • Raise the bar. Dembkowski, Sabine // Governance Directions;Oct2015, Vol. 67 Issue 9, p554 

    This article reveals that company secretaries are able to help improve board effectiveness since they act as a point of communication between the directors and shareholders. Topics discussed include the seven areas where company secretaries can help in improving a board's effectiveness, and...

  • APPENDICES 3 The core competencies of company directors.  // Essential Director;2003, p216 

    A variety of core competencies of the company directors that appeared in the January 2003 issue of "The Economist Essential Director" are presented.

  • Be strategic when filling multiple vacancies on the board. HANSON, LEE; CSORBA, LES T. // Directors & Boards;2013 2nd Quarter, Vol. 37 Issue 3, p47 

    The article discusses simple rules that should be considered when filling multiple vacancies on the board due to multiple departures. It recommends nominating committees to begin addressing multiple departures far in advance, being willing to change the culture of the boardroom, and removing...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics