Mastering global corporate governance
Author(s)
Bibliographic Information
Mastering global corporate governance
J. Wiley, c2004
Available at 6 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
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  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
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  United Kingdom
  Germany
  Switzerland
  France
  Belgium
  Netherlands
  Sweden
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  United States of America
Note
Includes bibliographical references (p. [197]-199) and index
Description and Table of Contents
Description
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?
Table of Contents
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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