scholarly journals Impact of Privatization on Employees’ Treatment towards Share Ownership

2014 ◽  
Vol 25 ◽  
pp. 12
Author(s):  
Anželika Berķe-Berga
Keyword(s):  
Share Ownership

Rencana Aksi Korporasi private placement yang Dilakukan oleh PT. SLJ GLOBAL, Tbk. terhadap CARRIEDO Limited

2020 ◽  
Vol 2 (2) ◽  
pp. 215
Author(s):  
Arvi Alvianda
Keyword(s):  
Development Strategy ◽  
Research Method ◽  
Business Development ◽  
Public Companies ◽  
Share Ownership ◽  
Private Placement ◽  
Corporate Action ◽  
Percentage Share ◽  
Rights Issue ◽  
Debt Payment

One of the most important elements in the framework of the business development strategy of public companies (issuers) is the addition of capital. The addition of capital can be done in two ways, namely Capital Increase by providing Pre-emptive Rights and Capital Additions without Giving Pre-emptive Rights. Providing Rights is the same as Rights Issue, while without giving Rights can be equated with Private Placement. However, generally people are more familiar with calling private placement with the term Right Issue without Preemptive Rights. Arrangements regarding Preemptive Rights are regulated in POJK No.32/POJK.04/2015 concerning Addition of Company Capital By Providing Pre-emptive Rights, while without providing Preemptive Rights is regulated in POJK No.38/POJK.04/2014 concerning Capital Increase of Public Companies without Giving Pre-emptive Rights. The research method is used a normative juridical method. The research specifications are used descriptive-analytical. From the results of the study it can be concluded that the Capital Increase without Giving Preemptive Rights is carried out by PT. SLJ GLOBAL Tbk, by issuing new shares to creditors as a form of debt payment is one of the best ways for the Company. This method proved to be able to reduce debt and increase the paid up capital of the Company, as well as making the Creditor as a new shareholder. However, corporate action through the issuance of new shares without giving HMETD, so that there are additional new investors, resulting in a percentage share ownership of each of the existing shareholders has decreased. (Dilution).

The eircom employee share ownership plan (ESOP)

2002 ◽  
Vol 8 (1) ◽  
pp. 114-118
Author(s):  
Maoilíosa Ó Cúlacháin
Keyword(s):  
Share Ownership

scholarly journals Shareholders and Firm Value for Manufacturing Companies Listed in Indonesia Stock Exchange

2020 ◽  
Vol 23 (1) ◽  
Author(s):  
Muhammad Rifky Santoso ◽  
Iskandar Muda
Keyword(s):  
Regression Analysis ◽  
Panel Data ◽  
Firm Value ◽  
Stock Exchange ◽  
Manufacturing Companies ◽  
Share Ownership ◽  
Manufacturing Company ◽  
Institutional Shareholders ◽  
Majority Shareholder

Domestic institutional shareholders and foreign shareholders differently influence firm value. Using panel data from the manufacturing company listed in the Indonesia Stock Exchange (IDX), from 2014 to 2017, and regression analysis, these types of shareholders have a positive and significant impact on the firm value with an inverted U-shaped. The influence of domestic institutional share-holders to the firm value is more significant than that of the foreign shareholder indicated by the coefficient value from the regression results. The best combination of shareholders to obtain the optimum firm value are the domestic institutional shareholder no more than 35.26 percent and the foreign shareholder no more than 47.61 percent. The greater share ownership will increase shareholder intervention and benefit the majority shareholder. Effective monitoring improvements are needed so that the majority of shareholder intervention can be reduced.

Developments and prospects of profit-sharing and employee share ownership in Europe

2002 ◽  
Vol 8 (1) ◽  
pp. 22-46 ◽  
Author(s):  
Erik Poutsma
Keyword(s):  
European Commission ◽  
International Research ◽  
Employee Participation ◽  
Profit Sharing ◽  
Share Ownership ◽  
Eu Member States ◽  
Systematic Overview ◽  
Social Partners ◽  
The Eu ◽  
Financial Participation

The main objective of this contribution is to provide an account of the development during the 1990s of what has been called PEPPER. PEPPER is an acronym used by the European Commission that stands for Promotion of Employee Participation in Profit and Enterprise Results (including equity). This paper is based on a review of available international research and publications and interviews with country-experts. It makes an attempt to present a systematic overview of existing forms of employee financial participation and the preconditions for its existence. Special attention is given to the policies of governments of the EU Member States and the views of social partners that support or hinder the development of financial participation in Europe.

Employee stock-option and share-ownership effects on innovation

2018 ◽  
Vol 37 (2) ◽  
pp. 161-168 ◽  
Author(s):  
Muhammad Usman ◽  
Shufang Xiao ◽  
Weiwei Li
Keyword(s):  
Stock Option ◽  
Share Ownership ◽  
Employee Stock Option

The Promotion of Partnership Value Through Employee Share Ownership and Customer Share Ownership

2020 ◽  
pp. 192-204 ◽  
Author(s):  
Sara Elouadi
Keyword(s):  
Value Creation ◽  
Managerial Entrenchment ◽  
Share Ownership ◽  
Higher Power ◽  
Financial Power

This chapter proposes an enriched analysis of value creation seeking to integrate all the stakeholders. To this end, they suggest two practices that counterbalance the power of shareholders and managers by allowing other stakeholders to exercise political and financial power. They are interested in employee share ownership and customer shareholding. In fact, the property grants customers and employees the superior status of the shareholder in order to enjoy a higher power likely to limit the attempts of managerial entrenchment and shareholder supremacy.

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