Fiduciary Duties, Exculpation, and Indemnification in Texas Business Organizations
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Competing Interests in the Corporate Opportunity Doctrine Pat K
NORTH CAROLINA LAW REVIEW Volume 67 | Number 2 Article 5 1-1-1989 Competing Interests in the Corporate Opportunity Doctrine Pat K. Chew Follow this and additional works at: http://scholarship.law.unc.edu/nclr Part of the Law Commons Recommended Citation Pat K. Chew, Competing Interests in the Corporate Opportunity Doctrine, 67 N.C. L. Rev. 435 (1989). Available at: http://scholarship.law.unc.edu/nclr/vol67/iss2/5 This Article is brought to you for free and open access by Carolina Law Scholarship Repository. It has been accepted for inclusion in North Carolina Law Review by an authorized administrator of Carolina Law Scholarship Repository. For more information, please contact [email protected]. COMPETING INTERESTS IN THE CORPORATE OPPORTUNITY DOCTRINE PAT K. CHEWt The corporateopportunity doctrinegoverns disputes that arise when a corporatefiduciary pursues a business opportunity that the corporation claims belongs to the corporation. Professor Chew identifies and evalu- ates the competing policy interests triggered by these disputes, traces the evolution of the corporate opportunity doctrine and examines the tradi- tional tests and emerging models for resolving such disputes. Professor Chew concludes that the traditionaland emerging tests inadequately protect legitimate individual and societal interests, and explains the im- plications of this deficiency. Finally, Professor Chew proposes an alter- native means for resolution of corporate opportunity disputes. She recommends express negotiations between corporations and fiduciaries on their respective rights,or, absent such negotiations,a heightenedjudi- cial recognition of the parties' reasonable expectations in creating their business relationship. I. INTRODUCTION Joe joined the corporation when it was just getting started. Although he was not offered any stock ownership, he liked and respected the family that owned the business. -
Monitoring the Duty to Monitor
Corporate Governance WWW. NYLJ.COM MONDAY, NOVEMBER 28, 2011 Monitoring the Duty to Monitor statements. As a result, the stock prices of Chinese by an actual intent to do harm” or an “intentional BY LOUIS J. BEVILACQUA listed companies have collapsed. Do directors dereliction of duty, [and] a conscious disregard have a duty to monitor and react to trends that for one’s responsibilities.”9 Examples of conduct HE SIGNIFICANT LOSSES suffered by inves- raise obvious concerns that are industry “red amounting to bad faith include “where the fidu- tors during the recent financial crisis have flags,” but not specific to the individual company? ciary intentionally acts with a purpose other than again left many shareholders clamoring to T And if so, what is the appropriate penalty for the that of advancing the best interests of the corpo- find someone responsible. Where were the direc- board’s failure to act? “Sine poena nulla lex.” (“No ration, where the fiduciary acts with the intent tors who were supposed to be watching over the law without punishment.”).3 to violate applicable positive law, or where the company? What did they know? What should they fiduciary intentionally fails to act in the face of have known? Fiduciary Duties Generally a known duty to act, demonstrating a conscious Obviously, directors should not be liable for The duty to monitor arose out of the general disregard for his duties.”10 losses resulting from changes in general economic fiduciary duties of directors. Under Delaware law, Absent a conflict of interest, claims of breaches conditions, but what about the boards of mort- directors have fiduciary duties to the corporation of duty of care by a board are subject to the judicial gage companies and financial institutions that and its stockholders that include the duty of care review standard known as the “business judgment had a business model tied to market risk. -
Nordic States Almanac 2018
Going north DENMARK FINLAND NORWAY SWEDEN Nordic States Almanac 2018 Heading up north „If investment is the driving force behind all economic development and going cross-border is now the norm on the European continent, good advisors provide both map and sounding-line for the investor.” Rödl & Partner „We also invest in the future! To ensure that our tradition is preserved, we encourage young talents and involve them directly into our repertoire. At first, they make up the top of our human towers and, with more experience, they take responsibility for the stability of our ambitious endeavours.” Castellers de Barcelona 3 Table of contents A. Introduction 6 B. Map 8 C. Countries, figures, people 9 I. Demographics 9 II. Largest cities 11 III. Country ratings 12 IV. Currencies 16 IV. Norway and the EU 16 VI. Inflation rates 17 VII. Growth 18 VIII. Major trading partners 19 IX. Transactions with Germany 22 X. Overview of public holidays in 2018 23 D. Law 27 I. Establishing a company 27 II. Working 35 III. Insolvency – obligations and risks 47 IV. Signing of contracts 50 V. Securing of receivables 54 VI. Legal disputes 57 E. Taxes 65 I. Tax rates 65 II. VAT – obligation to register for VAT 68 4 III. Personal income tax – tax liability for foreign employees 72 IV. Corporate income tax – criteria for permanent establishment (national) 74 V. Tax deadlines 75 VI. Transfer pricing 78 F. Accounting 84 I. Submission dates for annual financial statements 84 II. Contents / Structure of annual financial statements 85 III. Acceptable accounting standards 86 G. -
Limited Partnerships
INTELLECTUAL PROPERTY AND TRANSACTIONAL LAW CLINIC LIMITED PARTNERSHIPS INTRODUCTORY OVERVIEW A limited partnership is a business entity comprised of two or more persons, with one or more general partners and one or more limited partners. A limited partnership differs from a general partnership in the amount of control and liability each partner has. Limited partnerships are governed by the Virginia Revised Uniform Partnership Act,1 which is an adaptation of the 1976 Revised Uniform Limited Partnership Act, or RULPA, and its subsequent amendments. HOW A LIMITED PARTNERSHIP IS FORMED To form a limited partnership in Virginia, a certificate of limited partnership must be filed with the Virginia State Corporation Commission. This is different from general partnerships which require no formal recording with the Commonwealth. The certificate must state the name of the partnership,2 and, the name must contain the designation “limited partnership,” “a limited partnership,” “L.P.,” or “LP;” which puts third parties on notice of the limited liability of one or more partners. 3 Additionally, the certificate must name a registered agent for service of process, state the Post Office mailing address of the company, and state the name and address of every general partner. The limited partnership is formed on the date of filing of the certificate unless a later date is specified in the certificate.4 1 VA. CODE ANN. § 50, Ch. 2.2. 2 VA. CODE ANN. § 50-73.11(A)(1). 3 VA. CODE ANN. § 50-73.2. 4 VA. CODE ANN. § 50-73.11(C)0). GENERAL PARTNERS General partners run the company's day-to-day operations and hold management control. -
Addressing Duty of Loyalty Parameters in Partnership Agreements: the More Is More Approach
Athens Journal of Law XY Addressing Duty of Loyalty Parameters in Partnership Agreements: The More is More Approach * By Thomas P. Corbin Jr. In drafting a partnership agreement, a clause addressing duty of loyalty issues is a necessity for modern partnerships operating under limited or general partnership laws. In fact, the entire point of forming a limited partnership is the recognition of the limited involvement of one of the partners or perhaps more appropriate, the extra-curricular enterprises of each of the partners. In modern operations, it is becoming more common for individuals to be involved in multiple business entities and as such, conflict of interests and breaches of the traditional and basic rules on duty of loyalty such as those owed by one partner to another can be nuanced and situational. This may include but not be limited to affiliated or self-interested transactions. State statutes and case law reaffirm the rule that the duty of loyalty from one partner to another cannot be negotiated completely away however, the point of this construct is to elaborate on best practices of attorneys in the drafting of general and limited partnership agreements. In those agreements a complete review of partners extra-partnership endeavours need to be reviewed and then clarified for the protection of all partners. Liabilities remain enforced but the parameters of what those liabilities are would lead to better constructed partnership agreements for the operation of the partnership and the welfare of the partners. This review and documentation by counsel drafting general and limited partnership agreements are now of paramount significance. -
Comparative Company Law
Comparative company law 26th of September 2017 – 3rd of October 2017 Prof. Jochen BAUERREIS Attorney in France and Germany Certified specialist in international and EU law Certified specialist in arbitration law ABCI ALISTER Strasbourg (France) • Kehl (Germany) Plan • General view of comparative company law (A.) • Practical aspects of setting up a subsidiary in France and Germany (B.) © Prof. Jochen BAUERREIS - Avocat & Rechtsanwalt 2 A. General view of comparative company law • Classification of companies (I.) • Setting up a company with share capital (II.) • Management bodies (III.) • Transfer of shares (IV.) • Taxation (V.) • General tendencies in company law (VI.) © Prof. Jochen BAUERREIS - Avocat & Rechtsanwalt 3 I. Classification of companies • General classification – Partnerships • Typically unlimited liability of the partners • Importance of the partners – The companies with share capital • Shares can be traded more or less freely • Typically restriction of the associate’s liability – Hybrid forms © Prof. Jochen BAUERREIS - Avocat & Rechtsanwalt 4 I. Classification of companies • Partnerships – « Civil partnership » • France: Société civile • Netherlands: Maatschap • Germany: Gesellschaft bürgerlichen Rechts • Austria: Gesellschaft nach bürgerlichem Recht (GesnbR) • Italy: Società simplice © Prof. Jochen BAUERREIS - Avocat & Rechtsanwalt 5 I. Classification of companies • Partnerships – « General partnership » • France: Société en nom collectif • UK: General partnership (but without legal personality!) • USA: General partnership -
Fiduciary Duty and Social Responsibility
Fiduciary Duty and Social Responsibility By Ben Branch and Jennifer Merton Dr. Branch is a Professor of Finance at the Isenberg School of Management at the University of Massachusetts-Amherst. He is an expert in bankruptcy investing, bankruptcy management, and valuing distressed assets. He has managed the estates for several large bankruptcies, including the bankruptcies of banks and other corporations and has been a director on several corporate boards. He is the author of several books on bankruptcy management and investing. He is widely published in professional journals. A member of the Academic Advisory Council of the Turnaround Management Association, he is the past President and past Trustee of the Eastern Finance Association. Jennifer Merton, Esq. is a Senior Lecturer in Law in the Management Department at the Isenberg School of Management at the University of Massachusetts-Amherst. She also serves as the Coordinator of the Law Faculty in the Management Department. Abstract: This paper focuses on the importance of the fiduciary duty that directors and officers of corporations owe to shareholders and explores the potential conflict between this duty and the desire of directors and officers to pursue corporate social responsibility policies. Fiduciary duty operates as an essential constraint on the behavior of directors and officers of corporations, providing protection for shareholders against decisions that are grossly incompetent or are tainted by a conflict of interest. Ethical decision-making cannot disregard the legal and ethical fiduciary duty owed to shareholders, even to promote socially responsible policies. However, this conflict can often be avoided because there is a strong business case for ethical behavior that promotes social and environmental goals, particularly when those goals align with various aspects of the business. -
Establishing and Managing a Company
ESTABLISHING AND MANAGING A COMPANY 5.1 Corporate Structures ........................................................ 59 5.2 Accounting ........................................................................ 63 5.3 Auditing ............................................................................. 63 5 5.4 Establishing A Company .................................................. 64 Image Signing a contract, studio shot Establishing a company can be done quickly and easily. 5.1 CORPORATE STRUCTURES Economic freedom, which is guaranteed under the Swiss Consti Numerous official and private organizations assist tution, allows anyone, including foreign nationals, to operate a entrepreneurs in selecting the appropriate legal form for business in Switzerland, to form a company or to hold an interest in one. No approval by the authorities, no membership of chambers of their company and can provide advice and support. commerce or professional associations, and no annual reporting of The federal government’s various websites offer a wide operating figures are required to establish a business. However, foreign nationals must have both work and residence permits in range of information on all aspects of the company order to conduct a business personally on a permanent basis. formation process – from business plan to official Swiss law distinguishes between the following types of business regis tration. entities: partnershiptype unincorporated companies (sole proprietorship, limited partnership or general partnership) and capitalbased incorporated -
General Partnership
BUSINESS ENTITIES VIDEO SERIES, Script Three GENERAL PARTNERSHIP A general partnership is a business owned by two or more people (even a husband and wife), who carry on the business as a partnership. Partnerships have specific attributes, which are defined by Kansas Statutes. All partners share equally in the right and responsibility to manage the business. Each partner is responsible for all debts and obligations of the business. The distribution of profits and losses, allocation of management responsibilities and other issues affecting the partnership are usually defined in a written partnership agreement. General partnerships may file different statements with the Office of the Secretary of State. The filings are optional and not mandatory. The filing fee for Partnership Statements is $35. General partnerships have certain advantages. A general partnership is easy to organize and has few initial costs. A general partnership draws financial resources and business abilities from all partners. It has quasi-entity status in that it may own assets, contract in the partnership name, may sue and be sued in the partnership name and may file separate bankruptcy. Liability is shared by all partners. Partners may take business losses as a personal income tax deduction. The partnership may register a trademark or a service mark to help prevent confusion resulting from deceptively similar business names. General partnerships have certain disadvantages. Each partner is personally liable for all the obligations of the business, not just his or her share. Thus, if a company truck is involved in an accident, each partner's personal assets may be attached by the court to help compensate the injured party. -
Establishing a Business Entity in Australia
Fall 19 INTERNATIONAL LAWYERS NETWORK BRAUNEIS KLAUSER PRÄNDL ESTABLISHING A BUSINESS ENTITY IN AUSTRIA ILN CORPORATE GROUP [ESTABLISHING A BUSINESS ENTITY IN AUSTRIA] 2 This guide offers an overview of legal aspects of establishing an entity and conducting business in the requisite jurisdictions. It is meant as an introduction to these market places and does not offer specific legal advice. This information is not intended to create, and receipt of it does not constitute, an attorney-client relationship, or its equivalent in the requisite jurisdiction. Neither the International Lawyers Network or its employees, nor any of the contributing law firms or their partners or employees accepts any liability for anything contained in this guide or to any reader who relies on its content. Before concrete actions or decisions are taken, the reader should seek specific legal advice. The contributing member firms of the International Lawyers Network can advise in relation to questions regarding this guide in their respective jurisdictions and look forward to assisting. Please do not, however, share any confidential information with a member firm without first contacting that firm. This guide describes the law in force in the requisite jurisdictions at the dates of preparation. This may be some time ago and the reader should bear in mind that statutes, regulations and rules are subject to change. No duty to update information is assumed by the ILN, its member firms, or the authors of this guide. The information in this guide may be considered legal advertising. Each contributing law firm is the owner of the copyright in its contribution. -
Fiduciary Duties
Legal Affairs & Association and MLS Governance JANUARY 2018 FIDUCIARY DUTIES IN A NUTSHELL 1. Pursuant to state law, individuals serving on an association’s board of directors as directors or officers (“Association Leaders”) owe fiduciary duties to the association. 2. Fiduciary duties are owed to the association and not to the association’s members. 3. In general, fiduciary duties require Association Leaders to act in good faith, in the best interest of the association at all times, and to never make decisions based on furthering a personal or outside business interest. 4. Specifically, fiduciary duties may include the duties of care, confidentiality, loyalty, obedience, and accounting. 5. Association Leaders must avoid, disclose, and resolve any conflicts of interest prior to voting or otherwise participating in any deliberations concerning an association matter. NUTS AND BOLTS Fiduciary Duty is defined by Black’s Law Dictionary as “a duty of utmost good faith, trust, confidence, and candor owed by a fiduciary (such as a lawyer or corporate officer) to the beneficiary (such as a lawyer’s client or a shareholder); a duty to act with the highest degree of honesty and loyalty toward another person and in the best interests of the other person.” An Association Leader’s specific fiduciary duties may include: 1. Duty of Care - requires Association Leaders to exhibit honesty, act in good faith, and exercise ordinary and reasonable care in the discharge of their duties. Directors must attend, thoroughly prepare for, and actively engage in deliberations during meetings, and when necessary, seek advice from third-party experts, such as attorneys or accountants. -
Discrimination As a Business Policy: the Misuse and Abuse of Corporate Social Responsibility Programs
American University Business Law Review Volume 8 Issue 3 Article 6 2020 Discrimination as a Business Policy: The Misuse and Abuse of Corporate Social Responsibility Programs Marc Greendorfer Tri Valley Law, [email protected] Follow this and additional works at: https://digitalcommons.wcl.american.edu/aublr Part of the Business Organizations Law Commons Recommended Citation Greendorfer, Marc "Discrimination as a Business Policy: The Misuse and Abuse of Corporate Social Responsibility Programs," American University Business Law Review, Vol. 8, No. 3 (2020) . Available at: https://digitalcommons.wcl.american.edu/aublr/vol8/iss3/6 This Article is brought to you for free and open access by the Washington College of Law Journals & Law Reviews at Digital Commons @ American University Washington College of Law. It has been accepted for inclusion in American University Business Law Review by an authorized editor of Digital Commons @ American University Washington College of Law. For more information, please contact [email protected]. DISCRIMINATION AS A BUSINESS POLICY: THE MISUSE AND ABUSE OF CORPORATE SOCIAL RESPONSIBILITY PROGRAMS. MARC A. GREENDORFER* I. Introduction and Summary............................................................ 308 II. Theories of the Corporation ......................................................... 311 A. The Traditional Shareholder Primacy Norm and Duties of Corporate Directors ........................................................ 314 B. Stakeholder Theory .......................................................