Year
1999
Abstract
The role played by shareholders is central in corporate governance. Their passivity is sometimes criticized. Simultaneously, some people fear that a “shareholders democracy” may excessively limit daily management. These two remarks are compatible once shareholders diversity is recognized. In practice, their action depends on two elements: their share in the capital (or votes), and their identity.
CHARLETY-LEPERS, P. (1999). Activismes des actionnaires : le cas particulier des fonds de pension. Echanges, pp. 35-36.