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Transferring Corporate Governance Codes: Form or Substance? Corporate Governance in Hungary

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  • Roderick Martin

Abstract

This article examines the transfer of the OECD corporate governance code to Hungary. It documents the process of code transmission, and assesses its impact through an examination of corporate governance in the three largest Hungarian private companies—Magyar Telekom, MOL and OTP. The article illustrates the disjuncture between formal commitment to code adoption and its effective implementation, with a case study of the abortive takeover bid by OMV for MOL in 2007–2008. The reasons for the disjuncture are related to national and corporate contextual conditions, management incentives and the channels of transmission.

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  • Roderick Martin, 2010. "Transferring Corporate Governance Codes: Form or Substance? Corporate Governance in Hungary," Europe-Asia Studies, Taylor & Francis Journals, vol. 62(1), pages 145-171.
    • Handle: RePEc:taf:ceasxx:v:62:y:2010:i:1:p:145-171
    DOI: 10.1080/09668130903385440
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    Cited by:

    1. Maria Aluchna & Tomasz Kuszewski, 2022. "Responses to corporate governance code: evidence from a longitudinal study," Review of Managerial Science, Springer, vol. 16(6), pages 1945-1978, August.
    2. Ilya Okhmatovskiy, 2017. "Self-regulation of corporate governance in Russian firms: translating the national standard into internal policies," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 21(2), pages 499-532, June.
    3. Maria Aluchna & Tomasz Kuszewski, 2020. "Does Corporate Governance Compliance Increase Company Value? Evidence from the Best Practice of the Board," JRFM, MDPI, vol. 13(10), pages 1-21, October.

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