Mastering global corporate governance
著者
書誌事項
Mastering global corporate governance
J. Wiley, c2004
大学図書館所蔵 全6件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references (p. [197]-199) and index
内容説明・目次
内容説明
Corporate Governance is the hot topic of the new millennium. Gone are the days when CEOs set agendas and earned 500 times more than average employees. Now, transparency rules. Corporations must establish new systems of accountability, and encourage long-term participation in decision-making by both shareholders and staff. Those that succeed will be better equipped to create wealth, solve complex problems, and compete in global markets.
The role of the directorate and the need to ensure an effective framework for its accountability to owners is paramount to success. In line with this thinking, Mastering Global Corporate Governance argues that one of the key responsibilities of the Board is leadership, and that the root of good corporate governance lies in the strength of a corporate leader. In particular, it focuses on two 'burning issues' for senior executives: how can the boards of global companies best lead their companies through the fundamental dilemmas that face all boards?; and how can Boards, entrusted with ultimate responsibility for the way a company exercises leadership, provide that leadership?
目次
Contributors. Preface and Acknowledgements.
Introduction - A Roadmap for the Book.
PART I: GLOBAL CORPORATE GOVERNANCE- ISSUES, FRAMEWORK AND EVIDENCE FOR BOARD LEADERSHIP (Ulrich Steger).
Chapter 1. Now that Everything is in Place, Does it Matter?
Chapter 2. How can Corporate Governance Fail?
Chapter 3. Shedding Some Light into the Black Box.
Chapter 4. Managing Complexity in Global Corporate Governance.
Chapter 5. Some Nagging Questions.
PART II: THREE BURNING QUESTIONS FOR BOARDS.
Chapter 6. The Role and Responsibilities of the CEO (Peter Lorange).
Chapter 7. Performance Evaluation of Corporate Boards and Boards of Directors (Fred Neubauer and Helga Krapf).
Chapter 8. How Governing Family Businesses is Different (John Ward).
PART III: LEARNING FROM PAST EXPERIENCE.
Chapter 9. Cobra versus Commerzbank, War at the Helm of Elicore, and National Life (Commented by Bill George).
References.
Notes.
Index.
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