of financially distressed companies 38 Protection of minority shareholders interest 39 Conclusion 40 Annexure 41 Glossary 45 2 Background The Companies Act, 2013 (2013 Act) was assented by the President of India on 29 August 2013 and published in the Official Gazette on 30 August 2013. The...
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Table 13.2 Section 113 of Dodd-Frank Act/Case Companies, Appendix A Full size table All the case companies are big enough that they would be subject to review from the Council. Dodd-Frank act is not designed to evaluate financial of the case companies, but it does give an idea of how l...
This led to the definition of Systemically Important Financial Institutions and the introduction of the Dodd-Frank Act in the US and Basel III in Europe. However, these regulations are not applied to non-financial companies (NFCs), even though after the GFC some big industrial enterprises, ...
Act 2009. The Act was brought into force in stages, with the final provision being commenced on 1 October 2009. It superseded the Companies Act 1985. The Act provides a comprehensive code of company law for the United Kingdom, and made changes to almost every facet of the law in ...
Full size image The description of an aggressive tax avoidance act identifies the characteristics of the actor (e.g., rationality, dominant tax optimisation objective, intent to neglect the spirit of the law), the situation (e.g., loopholes in tax laws, latitude in interpretation of transfer ...
3. Think (and act) like a venture investor. Traditional stage gate processes are very efficient for managing a large pipeline of similar ideas through a relatively standard development pathway. However, when they are used for more disruptive initiatives, they tend to systematically smother or starve...
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Evidence from the Indian Companies Act 2013. J. Account. Res. 2017, 55, 1257–1300. [Google Scholar] [CrossRef] Alareeni, B.A.; Hamdan, A. ESG impact on performance of US S&P 500-listed firms. Corp. Gov. 2020, 20, 1409–1428. [Google Scholar] [CrossRef] Fatemi, A.; Glaum, ...
One of them is that in an effort to maximize profits, divisional managers may act contrary to the company’s goals. For example, purchasing division managers can continuously seek cheaper external sources of supply, avoiding internal transactions, while ignoring the fact that internal transactions ...