Abstract

This work is a research that applies the organizational model of the business organization of Corporate Governance, to a process of changing in the organizational structure. This Paper defines the various organizational solutions and the various levels of complexity that the Corporate Governance structure, through its reference context, the load of available information and objectives, must support by choosing the optimal organizational solution. Before 2005 Enron under the management of American Government with a logic of mass production not very attentive to the different needs of customers. Today the optimal organizational solution adopted is the “perfect integration with its distributors” throughout the peninsula, maximizing the quality of service to the customer and the knowledge of the various areas of expertise making the company more flexible and more competitive. The growing generalized attention (businesses, investors, academic circles) towards of the Internal Control system is part of a complex evolutionary process characterized from: greater competition / boost to efficiency; emphasis on information transparency; innovative regulatory evolution.

The importance of the theme of Corporate Governance in the world is further increased thanks to the drafting of the international Corporate Governance Code for listed companies, which aims to reassure the community of international investors on the existence, in listed companies, of an organizational model which provides for adequate allocation of responsibilities and powers, and a correct one balance between management and control.

Keywords: corporate governance, financial markets.

JEL Classification: O16, G1.

Cite as: F. D. Tommaso. (2018). What are the Costs and Benefits of a International Corporate Governance Reregulation? Financial Markets, Institutions and Risks, 2(3), 62-67. DOI: 10.21272/fmir.2(3).62-67.2018.

References

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Journals

1. Alrabba, H. M. (2016). Measuring the impact of code of ethics on the quality of auditors’ professional judgment. Journal of Governance and Regulation, 5(4), 54-60. http://doi.org/10.22495/jgr_v5_i4_p4
2. El Nashar, T. (2016). The probable effect of integrated reporting on audit quality. Journal of Governance and Regulation, 5(2), 50-58. http://doi.org/10.22495/jgr_v5_i2_p6
3. Habbash, M. (2012). Earnings management, audit committee effectiveness and the role of blockholders ownership: Evidence from UK large firms. Journal of Governance and Regulation, 1(4-1), 100-116. http://doi.org/10.22495/jgr_v1_i4_c1_p1
4. Kandemir, H. K. (2016). Auditing versus consultancy: a critique of the EU law reforms on the new form of auditing. Journal of Governance and Regulation, 5(3), 90-97. http://doi.org/10.22495/jgr_v5_i3_p8
5. Krauß, P., & Zülch, H. (2013). The relation of auditor tenure to audit quality: Empirical evidence from the German audit market. Journal of Governance and Regulation, 2(3), 27-43. http://doi.org/10.22495/jgr_v2_i3_p2
6. Ferri Di Fabrizio, L. (2017). The pattern of fraudulent accounting: Ethics, external auditing and internal whistle-blowing process. Journal of Governance and Regulation, 6(1), 12-25. http://doi.org/10.22495/jgr_v6_i1_p2
7. Ledimo, O., & Martins, N. (2014). An audit of employee commitment to enable leaders to manage organisational talent. Journal of Governance and Regulation, 3(3-1), 128-133. http://doi.org/10.22495/jgr_v3_i3_c1_p6
8. Murase, H., Numata, S., & Takeda, F. (2013). [Conference issue]. Journal of Governance and Regulation, 2(3), 7-23. http://doi.org/10.22495/jgr_v2_i3_p1
9. Velte, P., & Eulerich, M. (2014). Increased auditor independence by external rotation and separating audit and non audit duties? A note on the European audit regulation. Journal of Governance and Regulation, 3(2), 53-62. http://doi.org/10.22495/jgr_v3_i2_p5