Oxford Business Law Blog | Oxford Law Faculty

Filter by

Author

OBLB categories

COVID-19
Commercial Law

The COVID-19 Pandemic and Emerging Market Restructurings: The View One Year Later

Steven T. Kargman

The COVID-19 pandemic obviously caused massive disruption in the global economy, and both advanced economies and emerging economies/developing countries (EMDEs) alike experienced major economic...

OBLB categories

COVID-19
Commercial Law

Argentina’s Quest for the Moral High Ground in Its Recent Debt Restructuring with Its Foreign Bondholders

Steven T. Kargman

A few months ago Argentina’s new government under President Alberto Fernández completed a bond exchange which was approved overwhelmingly by its foreign bondholders. The final restructuring deal that...

OBLB categories

Financial Regulation

Developing Securities Markets in Sub-Saharan Africa: Does it Matter?

Onoriode Reginald Aziza

In my recently published working paper titled ‘Developing Securities Markets in Sub-Saharan Africa: Does it Matter?’, I revisit the debates on the utility of stock markets in sub-Saharan Africa. I...

OBLB categories

Brexit
Commercial Law
Competition/ Antitrust
Corporate Finance
Corporate Governance
Corporate Tax
Financial Regulation
M&A

2018 Oxford Business Law Blog Round-Up: Top 20 Most Read Posts

OBLB Editors

Thanks to the quality of its posts, the OBLB attracts wide readership. In 2018 alone, the OBLB website was visited over 300,000 times, that is more than 25,000 monthly. Our readers came to our...

OBLB categories

Commercial Law

How to Restructure Venezuela’s Debt

Mitu Gulati | Lee Buchheit

Most of the bonds issued in the international capital markets by the Republic of Venezuela and its state-owned oil company, Petróleos de Venezuela, S.A. (“PDVSA”), have now fallen into default...

OBLB categories

Corporate Governance

The Inner Workings of the Board: Evidence from Emerging Markets

Ralph De Haas | Daniel Ferreira | Tom Kirchmaier

The board of directors forms an integral part of a firm’s governance mechanisms. Yet, how boards perform their dual role of supervisor and advisor of corporate management is difficult to observe from...

Supported by