6TThere are major difficulties associated with measurement of each of the four modes of services trade delivery as defined in the General Agreement on Trade in Services (GATS) : cross-border supply, consumption abroad, commercial presence, and movement of natural persons. The...

6TThere are major difficulties associated with measurement of each of the four modes of services trade delivery as defined in the General Agreement on Trade in Services (GATS) : cross-border supply, consumption abroad, commercial presence, and movement of natural persons. The...

Centre for Policy Dialogue (CPD) in collaboration with the World Economic Forum (WEF) has been assessing business competitiveness environment of Bangladesh since 2001. This is the eighth in the series.

Centre for Policy Dialogue ( CPD), in collaboration with the World Economic Forum ( WEF), has been assessing the business competitiveness environment in Bangladesh since 2001. This is the ninth in the series.

The Centre for Policy Dialogue (CPD) in collaboration with the World Economic Forum (WEF) has been carrying out the Executive Opinion Survey (EOS) since 2001

Perception of the business cycle can differ among firms, which has been confirmed by extensive survey data. The question we want to answer in this paper is "What causes differences in business cycle perception?" by utilizing a newly designed questionnaire. Specifically, we match properties...

In this paper we study the role of convertible securities in the financing of start-up enterprises when the entrepreneurs are better informed than the venture capitalists (VCs). We demonstrate that for a well-designed contract the conversion ratio of the securities can be used as a signaling...

The relation between multiple directorships, busy directors and firm performance has been researched predominantly in the context of developed economies, notably the US. This paper extends the existing literature on multiple directorships in two ways; first, by providing additional evidence on...

It is widely believed that corporate boards are overly reluctant to fire their CEOs. The conventional explanation for retaining a CEO regardless of his/her talent is that a CEO chooses the board members and has the power to fire them. However, very few studies have investigated how a new CEO is...

This paper analyses two pronounced features of Japanese corporate governance : large corporate boards almost entirely composed of insiders and the tendency to appoint CEOs through internal promotions. It is often argued that Japanese boards are less effective in monitoring CEOs than U.S. boards...