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Improving Board Performance in Emerging MarketsSimon C. Y. WongNorthwestern University School of Law; London School of Economics; McKinsey & Co. Inc. Dominic BartonMcKinsey & Co. Inc. - Tokyo Office McKinsey Quarterly, No. 1, 2006 Abstract: The need for well-functioning boards is especially urgent in emerging markets because institutions that wish to promote good corporate behavior are often weak there. But since directors and shareholders in these regions face unique challenges, the wholesale adoption of Western corporate governance practices isn't necessarily the right answer. Six features of emerging markets significantly influence the effectiveness of boards there: a high concentration of ownership, weak recruitment processes and a shortage of experienced directors, poor focus, an inadequate supply of information, complex cultural traditions, and underdeveloped legal regimes. Overcoming these problems and creating a vibrant and constructive board environment will probably pay off in better performance and a lower cost of capital.
Number of Pages in PDF File: 9 Keywords: corporate governance, board of directors, emerging markets JEL Classification: G34, G39 Date posted: May 8, 2006Suggested CitationContact Information
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