State Owned Enterprises

This post explains the state-owned enterprise (SOE) governance and accountability framework in some more detail than my posts on state sector board governance (which noted that SOEs operate under a different legal framework from Crown entities in New Zealand) and on Crown companies (which noted that SOEs are just one category of company owned by the Crown).  It emphasises the features of SOEs that distinguish them from privately-owned companies.

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Director tenure and board reappointments

Long-serving directors bring a number of benefits to boards: they provide stability; they “know the business”; they are a repository of institutional memory; they will tend to have more governance experience generally, not just with this firm; they are more likely to attend, and to contribute to, board meetings and board committees; and their skills, abilities and contribution to the governance of the entity are known, tried and tested.  But how long is too long? Continue reading “Director tenure and board reappointments”

Financial economics of racetrack betting

Racetrack betting has close parallels with investing on financial markets and provides a relevant context for investigating attitudes to risk and the informational efficiency of markets.  Differences in market prices (odds offered) across different markets (win, show, place, quinella, different bookmakers) whose payout (dividend) depends on the same risky outcome (a horse race) raise the prospect of arbitrage opportunities. Continue reading “Financial economics of racetrack betting”