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  Publications | Banker's Journal Malaysia |  Paper Synopsis | Issue 119

 

2001
(Issue No. 119)

 

Synopsis

Survival of the Learning Organisation - The Business Organisation of the 21st Century
by Michael Vincent

Business has been in a state of change since its beginning. Without change there is no progress. The business environment of the 21st century will be fundamentally different from the past. The author says that while survival is not compulsory, the successful business entity of the future will recognise the stakeholders and apply much wider definitions of corporate success. The entity must embrace the concept of life-long learning and an organisation that recognises the value of a learning environment will be best positioned to survive and prosper. It is clear that the only way for this to occur is for individuals to be skilled and the organisation to respect the quest for knowledge.


Time-Varying Volatility of Malaysian Stock Index Futures Market: Persistency, Informational Shocks, Price Levels and Selective Capital Control
by Dr Tan Juat-Hong

In this study, the author used the GARCH-M (1,1) model to analyse the time-varying volatility of the Malaysian stock index futures for the period January 1996 to September 2000. The empirical results show high persistency of shocks to stock returns volatility. Subsequently, the conditional variance is decomposed into permanent and transitory components, of which shocks persist in the permanent component. Informational shocks are asymmetrical and leverage does exist. Stock returns volatility is extremely sensitive to the market price levels. Apparently, stock volatility does not influence market stock returns. The empirical findings show that the effect of the selective capital control regime on volatility remains mixed.

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Commercial Banks and Entrepreneurship Development: The Malaysian and Indian Perspectives
by Dr Rajesh Mohnot and Shashi Kumar

In The Accumulation of Capital, Joan Robinson, a renowned Cambridge economist, talks about the "Golden Age" principle. She says that society will step into the Golden Age when the total output and the stock of capital valued in terms of commodities, grow together at a constant rate compounded of the rate of the labour force and the rate of increase of output per head. This Golden Age may come true through the rapid industrial development. It has been proven that availability of entrepreneurial talent is the key variable in the economic growth of a country. In a study undertaken by the authors, the findings suggest bankers in Malaysia and India are constantly promoting entrepreneurial activities. The banks seem to be committed towards the service of socio-economic objectives of their respective nations.

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Islamic Banking: Theory, Practice and Challenges
by Assoc Prof Dr Mohd Daud Bakar

Islamic banking, in its present form, is a recent phenomenon not only in Malaysia but also in other parts of the world. The idea of Islamic banking emerged in Pakistan in the 1950s. Subsequently, an Egyptian bank, Mit al-Ghamr, and the Lembaga Urusan Tabung Haji of Malaysia took it up in 1963 and 1969 respectively. The first Islamic bank that was institutionalised as a modern and full-fledged bank was the Dubai Islamic Bank in 1975. Islamic financial institutions around the globe tend to adopt almost similar functions to that of conventional banking, that is, acting as intermediaries between depositors and users of fund.

In this paper, the author discusses the underlying differences and distinctions between Islamic and conventional banking systems which, although appearing simple and straightforward, is the basis for all issues that lawyers, regulators, accountants, auditors, Syari'ah scholars and bankers have raised.

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Business Process Re-engineering: A Comparison with Other Management Techniques
by Khong Kok Wei and Prof Stanley Richardson

This paper is an interim report on the second phase of an ongoing research project by the authors. This paper compares business process re-engineering (BPR) with other management techniques practised in Malaysia, and also compares the two sets of data collected in the first phase conducted in August 1999 and the second phase in April 2000.


The Duties of Nominee Directors Appointed Pursuant to Section 176 (10A) Companies Act 1965
by Mohammad Rizal Salim

This paper takes a look at the current law in Malaysia relating to the duties and functions of nominee directors and concludes that all directors, including nominee directors, must act in the best interests of the company. This places nominee directors appointed pursuant to sub-section (10A) Companies Act in a conflict situation. The author proposes that any doubt relating to the functions and duties of the nominee director appointed pursuant to the sub-section be clarified by legislation. The author also suggests that interested parties should take sufficient care to ensure that the court, when appointing the nominee director, specifies his or her functions, rights and duties.

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