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Intro -- Contents -- Preface -- Introduction -- Part I: A Theory of Enterprise Ownership -- 1. An Analytic Framework -- 2. The Costs of Contracting -- 3. The Costs of Ownership -- Part II: Producer-Owned Enterprise -- 4. Investor-Owned Firms -- 5. The Benefits and Costs of Employee Ownership -- 6. Governing Employee-Owned Firms -- 7. Agricultural and Other Producer Cooperatives -- Part III: Customer-Owned Enterprise -- 8. Retail, Wholesale, and Supply Firms -- 9. Utilities -- 10. Clubs and Other Associative Organizations -- 11. Housing -- Part IV: Nonprofit and Mutual Enterprise -- 12. Nonprofit Firms -- 13. Banks -- 14. Insurance Companies -- Conclusion -- Notes -- Sources -- Index.

Frontmatter -- Contents -- Preface -- Introduction -- PART I A Theory of Enterprise Ownership -- 1 An Analytic Framework -- 2 The Costs of Contracting -- 3 The Costs of Ownership -- PART II Producer-Owned Enterprise -- 4 Investor-Owned Firms -- 5 The Benefits and Costs of Employee Ownership -- 6 Governing Employee-Owned Firms -- 7 Agricultural and Other Producer Cooperatives -- PART III Customer-Owned Enterprise -- 8 Retail, Wholesale, and Supply Firms -- 9 Utilities -- 10 Clubs and Other Associative Organizations -- 11 Housing -- PART IV Nonprofit and Mutual Enterprise -- 12 Nonprofit Firms -- 13 Banks -- 14 Insurance Companies -- Conclusion -- Notes -- Sources -- Index

The highly concentrated ownership in the Bosnia and Herzegovina market provides a rich environment to explore corporate governance practices. The paper will assess effects that ownership structure of companies has on the level of implementation of corporate governance in companies listed on the Official market of the Banja Luka Stock Exchange. Results of implementation of the corporate governance in companies will be presented using Scorecard analysis for evaluation of the implementation of practices and principles of corporate governance for companies which are listed on the Official market of the Banja Luka Stock Exchange. Ownership structure will be presented in three groups of owners determined by controlling owner: government, domestic and foreign owners. Paper will show correlation and effect which different owners of companies have on the level of implementation of corporate governance in these companies. ; peer-reviewed

Purpose: We assess the relationship between a potential change in the ownership structure and the change in the scope of control over managing a family business. Design/Methodology/Approach: Analyzing the data characterizing the 500 largest family businesses, correlations between variables were calculated to observe relationships that primarily affect the size of family shares in the company and family impact on management. Findings: The reduction of family shares is also associated with the loss of participation in the company's management board due to increased management board members. This may also result in the CEO changing to a non-family member, which further weakens company management control. Practical Implications: The analysis results show that as the family share in the family business decreases, it loses control over management. Thoughtfully planning and carrying out the succession process to maintain the family's ownership seems to be crucial. Originality/Value: The political transformation in the 1990s in CEE countries resulted in the creation of many private companies, most of which can be considered family businesses. After about 30 years of operation, many of them face transferring ownership and management to the next generation, which may determine their further development. In the case of family businesses, succession is often referred to as the main goal of this enterprise type. ; peer-reviewed

Cover -- Half Title -- Title Page -- Copyright Page -- Contents -- INTRODUCTION TO THE TRANSACTION EDITION -- PREFACE -- PART I -- I INTRODUCIORY -- II THE GROWTH AND VALUE OF NATIONAL INTEGRITY -- III LAW AND CUSTOM IN RECENT TIMES -- IV THE ERA OF FREE COMPETITION -- V THE RISE OF THE CORPORATION -- VI THE CAPTAIN OF INDUSTRY -- VII THE CASE OF AMERICA -- PART II -- VIII THE NEW ORDER OF BUSINESS -- IX THE INDUSTRIAL SYSTEM OF THE NEW ORDER -- X THE TECHNOLOGY OF PHYSICS AND CHEMISTRY -- XI MANUFACTURES AND SALESMANSHIP -- XII THE LARGER USE oF CREDIT -- XIII THE SECULAR TREND

This paper analyses the effect of family ownership and the characteristics of the board of directors on the implementation level of enterprise risk management (ERM) in Spanish non-financial companies. The sample consists of 162 Spanish non-financial companies listed on Spanish stock exchanges and markets during 2012–2015. The results obtained show that the relationship between the level of family ownership concentration and the implementation level of an ERM system has a non-linear structure. Therefore, a reduction in implementation for moderate ownership levels is observed, although this increases with high ownership values. Regarding corporate governance, our study confirms the importance of certain characteristics of the board of directors, such as the size and the figure of the shareholder director in the implementation of formal ERM systems.

Ownership concentration in Russia's economy is analyzed in the given chapter of the World Bank Memorandum on the basis of the specially constructed database on ownership and control. The results of the study show high degree of ownership concentration in the Russian industry but it varies across sectors. The holdings of large owners with national significance are concentrated in some strategic sectors, while in other sectors ownership concentration is not so high. Our data reveals no evidence that the firms controlled by Russian large private owners are more productive then those of other private owners. Firms controlled by regional private owners and foreign investors are more likely to receive preferential treatment on the regional level but large business groups may reap more benefits from such treatment that negatively affects functioning of other enterprises. A rule-based system is necessary to safeguard competition on all levels of the economy. Nothing in our data provides an argument for re-nationalization in any shape or form.

Characteristics of minority business and entrepreneurs : an analysis of the 2002 survey of business owners / U.S. Department of Commerce, Minority Business Development Agency, Ronald M. Langston, National Director -- Increasing MBE competitiveness through strategic alliances / U.S. Department of Commerce, Minority Business Development Agency -- Disparities in capital access between minority and non-minority-owned businesses : the troubling reality of capital limitations faced by MBEs / U.S. Department of Commerce, Minority Business Development Agency -- Minority contracting and affirmative action for disadvantaged small businesses : legal issues / Jody Feder -- Minority ownership of broadcast properties : a legal analysis / Kathleen Ann Ruane

The article presents the results of the author's study of present state of employee ownership in the U.S. It is noted that in Russia this form of business is not sufficiently developed. The model of employee ownership of corporate property in the United States (enterprises based on Employee Stock Ownership Plan – ESOP model) is considered. It was demonstrated that employee-owned companies have considerable over the enterprises of other forms of ownership concerning better control of production due to participative management, more comfortable psychological climate and higher competitiveness. The study was carried out within the framework of the R&D theme «Development of a systemic multilevel theory and models of coordination and co-evolution of industrial complexes and enterprises for the purpose of sustainable economic development» (state registration number AAAA-A18-118021390173-4).