Browsing by Author "Mygind, Niels"
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preliminary results from a manager surveyMygind, Niels (København, 2002)[More information][Less information]
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preliminary results from a manager surveyMygind, Niels (København, 2002)[More information][Less information]
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evidence from the BalticsJones, Derek; Mygind, Niels (København, 1998)[More information][Less information]
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Kalmi, Panu; Mygind, Niels; Terk, Erik (København, 1999)[More information][Less information]
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A simple model for analysis of the business environmentMygind, Niels (København, 2007)[More information][Less information]
Abstract: Societies all over the world are complex systems of human beings interacting with each other for making a living. Understanding these societies is essential for international business whatever the company interacts through foreign trade, outsourcing production or foreign direct investments - FDI. Choice of location makes it necessary to do an analysis of relevant foreign societies. The existing models for these analyses are often too simplified, static and without enough emphasis on key determinants for these societies – their institutions. The quality of institutions is an import part of the explanation for the level of development in different countries (WB 2002, IMF 2005, WEF 2006); but there is no simple link between institutions and economic performance (Rodrik 2004). URI: http://hdl.handle.net/10398/7062 Files in this item: 1
wp67 2007.pdf (189.0Kb) -
Mygind, Niels (Frederiksberg, 1999)[More information][Less information]
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evidence from baltic and other transitional economiesMygind, Niels (København, 2002)[More information][Less information]
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Mygind, Niels (København, 2004)[More information][Less information]
Abstract: With reference to the discussion about shareholder versus stakeholder maximization it is argued that the normal type of maximization is in fact stakeholder-owner maxi-mization. This means maximization of the sum of the value of the shares and stake-holder benefits belonging to the dominating stakeholder-owner. Maximization of shareholder value is a special case of owner-maximization, and only under quite re-strictive assumptions shareholder maximization is larger or equal to stakeholder-owner maximization. Broad stakeholder maximization is the sum of the returns to all stake-holders also including the shareholders of a company. Although it may be the ultimate goal for Corporate Social Responsibility to achieve this kind of maximization, broad stakeholder maximization is quite difficult to give a precise definition. There is no one-dimensional measure to add different stakeholder benefits not traded on the mar-ket, and therefore there is no possibility for practical application. Broad stakeholder maximization instead in practical applications becomes satisfying certain stakeholder demands, so that the practical application will be stakeholder-owner maximization un-der constraints defined by other stakeholders’ interests. These constraints vary for dif-ferent stakeholder owners and new standards for Corporate Social Responsibility and more active political consumers will strengthen these constraints. URI: http://hdl.handle.net/10398/6613 Files in this item: 1
share stake max wp53 2004.pdf (132.8Kb) -
Mygind, Niels (København, 2000)[More information][Less information]
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Abstract: This paper gives an overview over how far transition has proceeded and what is still lacking in the process. The barriers for transition are identified. This includes an analysis of the different factors behind the steep fall in production in the first years of transition. It is shown that countries implementing a tough stabilization and a comprehensive and consequent liberalization have been most successful in the process. A fast and comprehensive privatization, on the other hand, has not been sufficient for the necessary restructuring of enterprises. Decisive for success in transition has been transformation of the state as a crucial part of the development of new market institutions implementing well functioning, clear and stable rules of the game for private enterprises. The institutional development has been important for the attractiveness of foreign investments and these FDI have been important for restructuring enterprises as part of a positive circle for the transition process. URI: http://hdl.handle.net/10398/7067 Files in this item: 1
wp63 2007.pdf (301.1Kb) -
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Abstract: This paper gives an overview over how far transition has proceeded and what is still lacking in the process. The analytical framework – the PIE model for Politics, Institutions, Economy – is introduced. The model is first used to point to the main reasons for the fall of the command economy. Then it is used to identify the barriers for transition of the institutional system and the restructuring of the economy. This includes an analysis of the different factors behind the steep fall in production in the first years of transition. It is shown that countries implementing a tough stabilization and a comprehensive and consequent liberalization have been most successful in the process. A fast and comprehensive privatization, on the other hand, has not been sufficient for the necessary restructuring of enterprises. Decisive for success in transition has been transformation of the state as a crucial part of the development of new political and economic institutions implementing well functioning, clear and stable rules of the game for private enterprises. The institutional development has been important for the attractiveness of foreign investments - important for restructuring enterprises as part of a positive circle for the transition process. URI: http://hdl.handle.net/10398/8486 Files in this item: 1
mygind_2011.pdf (115.2Kb) -
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Abstract: This paper gives an overview over how far transition has proceeded and what is still lacking in the process. First the analytical framework – the PIE model for Politics, Institutions, Economy – is introduces. The model is first used to point to the main reasons for the fall of the command economy. Then it is used to identify the barriers for transition of the institutional system and the restructuring of the economy. This includes an analysis of the different factors behind the steep fall in production in the first years of transition. It is shown that countries implementing a tough stabilization and a comprehensive and consequent liberalization have been most successful in the process. A fast and comprehensive privatization, on the other hand, has not been sufficient for the necessary restructuring of enterprises. Decisive for success in transition has been transformation of the state as a crucial part of the development of new political and economic institutions implementing well functioning, clear and stable rules of the game for private enterprises. The institutional development has been important for the attractiveness of foreign investments - important for restructuring enterprises as part of a positive circle for the transition process. URI: http://hdl.handle.net/10398/7983 Files in this item: 1
transition_-_PIE_feb_2009-1.pdf (108.5Kb) -
Mygind, Niels (København, 2007)[More information][Less information]
Abstract: In countries like Italy, France, Spain and US enterprises where a broad group of the employees have controlling ownership have been quite widespread, while the Scandinavian countries have had few employee owned enterprises. In many countries in Eastern Europe the recent privatization process resulted in a strong wave of employee ownership, however, a wave that soon lost its momentum. The transition from plan to market has been a sort of experiment for analyzing the impact of institutional development. The spread of employee ownership is closely related to the change in both formal and informal institutions. The purpose of this article is to answer the following research questions: Why did employee ownership get so widespread in some countries Eastern Europe? Why did this ownership change relatively fast to other types of ownership? Was the development of employee ownership premature in relation to the development of the East European societies? URI: http://hdl.handle.net/10398/7086 Files in this item: 1
wp68 2007.pdf (211.4Kb)
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