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Peijian Ge

Diplômé DBA - 2016

Titre de thèse

A study on the Management of decision-making conflict faced by leaders in state-controlled listed companies in China

Superviseur(s)

Yu Xiubao

Ge Peijian, born in 1957, holds a doctorate of business administration from Grenoble Ecole de Management in France, and is a senior economist, now living in Shanghai, China. He was graduated from Nanyang Technologist University in Singapore with a master’s degree in business administration in June 2005. He has won many honors, including the Golden Round Table Award of the Seventh Board of Directors of Listed Company in China and the Most Influential CEO Award.

Purpose This study is aimed to provide references for improving the decision-making efficiency in state-controlled listed companies.It mainly studies the relationships between controlling shareholder and corporate performance, the relationship between the share ratio of controlling shareholder and corporate independency and the control level & results of controlling shareholder in listed companies. Meanwhile, it also studies on factors influencing the decision making of leaders in state-controlled listed companies. In the end,the paper brings out solutions from the three levels of policy, listed company and leader’s personality. Design/methodology/approach This paper adopts the approaches of literature study, statistical survey and case analysis. In data processing, it first builds mathematical models based on the hypotheses and makes tests with descriptive statistical analysis and regression analysis. Then, it designs questionnaires and interviews and make simple correlation coefficient analysis with SPSS, Ridit analysis and Chi-square test on collected data. In case analysis, it adopts pattern matching and intra-case & cross-case analysis. Findings This study showed that the share ratio of controlling shareholders is negatively correlated with corporate performance; the conflict between controlling shareholders and minority shareholders negatively affects corporate performance. Secondly, we have concluded seven conflict factors in the management structure of state-controlled listed companies. Thirdly, we concluded 3 patterns and 6 conflict management features. Research limitations/implications This paper adopts different study ideas and methods comparing to previous studies. However, it only covers the key issues in corporate governance and has not made enough research on the conflicts of other stakeholders. Practical implications This paper can serve as the reference for corporate governance. This paper explicates the relationships between the management system of state-controlled listed company and modern corporate management system, particularly the issue of appropriately handling the double-position identity of leaders in state-controlled listed companies. It has guiding meaning for management practice in listed companies. Thus, it is necessary to make relative studies and apply the study results to practical management in state-controlled listed companies. Besides, the conclusions of this paper also can serve as the references for policy makers.