Titlebook: Asian Post-crisis Management; Corporate and Govern Usha C. V. Haley,Frank-Jürgen Richter Book 2002 Palgrave Macmillan, a division of Macmil

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The 30 Riskiest Employees to Fireic policy and the efficiency of the finance sector are almost beyond their own control. Internal factors, on the other hand, such as their mode of management in general and their ways of human resource management in particular are well within their power to change (Richter, 2000).

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https://doi.org/10.1007/978-3-030-67338-3., or renovation) that would bring the country greater prosperity and higher standards of living (Beresford, 1988; 1997; Cooper, 1997; 2000; Le Dang Doanh and McCarty, 1997). From 1986, restrictions on private investment were gradually lifted and foreign investment and ownership encouraged in line w

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https://doi.org/10.1007/978-3-658-17492-7 of the recent wave of nation-wide policies aimed at promoting market socialism and China’s projected entry into the WTO after the year 2000. These high-profile efforts have been directed at the national goal of building a market-oriented economy with Chinese characteristics (Child, 1994; Warner, 19

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Firm Objectives, Controls and Organizationalues. Financial liberalization and large current account deficits financed by short-term foreign loans, left these economies open to large international movements of capital. However, an international confidence crisis was fuelled by a growing realization of the structural weaknesses of economies o

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The Firm -- Its Control System in Practiceright. Now, the perception increasingly is that post-crisis restructuring, once regarded as successful, is not really satisfactory — only half the required job has been done. This chapter will look at the post-crisis changes in corporate governance and business structure in Korean firms. To evaluate