Corporate governance : how to add value
著者
書誌事項
Corporate governance : how to add value
John Wiley & Sons, c2008
- : pbk
大学図書館所蔵 全7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 index
内容説明・目次
内容説明
This book present the value school of corporate governance, outlining a multitude of areas where corporate governance could add real worth, and showing how this can be put into effect.
No one-size-fits-all model emerges as a solution. Rather, the insights in this book take idiosyncrasies and dynamics over time into consideration. They consider the main issues and their real causes, ownership settings, country settings and new developments in corporate governance research and practice.
International focus places emphasises on typical patterns, predicament and solutions instead of national laws.Points are illustrated with in-depth case studies and highlighted learning nuggets.Alerts the reader to typical dilemmas and traps in attaining the goal of value creation, whilst also pointing to promising avenues forward.
目次
About the Authors ix
Preface xi
Acknowledgments xv
PART I INTRODUCTION 1
1 Corporate Governance Beyond the Scandals and Buzzwords 3
1.1 Every company has a corporate governance 3
1.2 The history of corporate governance a tale of crime and crises 5
1.3 What are the basic paradigms of corporate governance? 14
1.4 Basic corporate governance institutions 15
1.5 The shaping factors of corporate governance 16
1.6 Types of corporate governance system 18
1.7 The types of board 20
1.8 Typical dilemmas for the board 23
1.9 Corporate governance and financial performance 24
1.10 Where does corporate governance specifically add value? 26
1.11 The contingent role of boards 28
1.12 Case study: Developing corporate governance at Highfly Logistics Software but how? 32
1.13 Case study: Did corporate governance fail at Swissair? 36
1.14 Case study: ABB corporate governance during a turnaround 49
2 International Corporate Governance Similarities across Systems 63
2.1 Do international differences matter? 63
2.2 Case study: DaimlerChrysler corporate governance dynamics in a global company 68
PART II BOARDS INTERNAL DYNAMICS 89
3 Information Demand and Supply for Changing Board Roles 91
3.1 Do new board roles require different information? 91
3.2 Case study: Conflicts of interest at the board of Khan AG 97
3.3 Case study: ICM when hidden agendas enter the boardroom (A) 104
3.4 Case study: ICM hidden agendas in the boardroom (B) 108
4 Navigating through Typical Conflict Patterns 111
4.1 Are tensions and clashes normal? 111
4.2 Case study: War at the helm of Elicor 115
4.3 Case study: Cobra vs. Commerzbank can investors raid their own company? 120
5 Codes of Conduct The Value-Added beyond Compliance 131
5.1 Codes of conduct as a panacea? 131
5.2 Case study: Boeing hits turbulence is it worth losing a successful CEO for a code of conduct? 135
5.3 Case study: Codes of conduct at ConnectU2 adding value, cost, or nothing at all? 142
6 Board Evaluation 153
PART III CORPORATE GOVERNANCE IN SPECIFIC CONTEXTS 161
7 Corporate Governance Dynamics in M&A 163
7.1 Why governance as usual is not an option in M&A 163
7.2 Case study: The DaimlerChrysler merger the involvement of the boards 166
7.3 Case study: DaimlerChrysler board after the deal is done 180
8 Corporate Governance in and with Subsidiaries 191
8.1 Tension fields and central issues 191
8.2 Case study: Pharmagroup Int. and Fluvera when subsidiary governance means losing competitive ground 195
9 Corporate Governance in Developed vs. Emerging Markets 203
9.1 The wild, wild East? The wild, wild South? 203
9.2 Case study: China Prime corporate governance with Chinese traits 207
9.3 Case study: Compania Unidas de Argentina fight for your right or vote with your teeth? 212
9.4 Case study: Starting from scratch corporate governance at South East Bank Europe 215
10 Responsibilities in Alternative Forms of Governance 221
10.1 Differences in non-profit organizations 221
10.2 Case study: WWF International a truly worldwide organization 223
PART IV CORPORATE GOVERNANCE IN SPECIAL OWNERSHIP SITUATIONS 233
11 Corporate Governance in Family Businesses 235
11.1 Good news for family firms 235
11.2 Case study: Bata Shoe Organization 245
12 Corporate Governance Dilemmas in Private Equity Companies 255
12.1 Corporate governance in private equity firms: can it add value? 255
12.2 Case study: Automotive Machine Tool GmbH&CoKG from ailing family business to accelerating private equity? 261
12.3 Case study: Biocast 276
12.4 Case study: Asian Car Part Holding sold without the knowledge of the board? 280
PART V CONCLUSION 285
Index 287
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