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Plus autonome? L’évolution des structures de gouvernance des sociétés cotées françaises (1997-2008)

Author

Listed:
  • Xavier Hollandts

    () (CRCGM et IFGE - Kedge Business School - Kedge BS - Kedge Business School)

  • Daniela Borodak

    (FBS - France Business School et CERDI - France Business School)

  • Ariane Tichit

    (CERDI - Centre d'Études et de Recherches sur le Développement International - UdA - Université d'Auvergne - Clermont-Ferrand I - CNRS - Centre National de la Recherche Scientifique)

Abstract

Le choix de la structure de gouvernance est susceptible d'avoir un impact majeur sur l'efficacité du gouvernement d'entreprise. Cet article a pour objectif d'analyser les variables influençant le choix d'une structure de gouvernance donnée : conseil d'administration avec PDG, conseil d'administration avec séparation des fonctions ou Directoire et Conseil de surveillance. Nos résultats basés sur une étude quantitative portant sur les sociétés françaises cotées montrent que la probabilité d'adoption d'une structure autonome est liée au degré d'enracinement du dirigeant, à la concentration du capital, l'identité des actionnaires, la composition du conseil et le contexte de performance.

Suggested Citation

  • Xavier Hollandts & Daniela Borodak & Ariane Tichit, 2015. "Plus autonome? L’évolution des structures de gouvernance des sociétés cotées françaises (1997-2008)," Post-Print halshs-01189074, HAL.
  • Handle: RePEc:hal:journl:halshs-01189074
    Note: View the original document on HAL open archive server: https://halshs.archives-ouvertes.fr/halshs-01189074
    as

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