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Corporate governance : how to add value / by Ulrich Steger and Wolfgang Amann.

By: Contributor(s): Material type: TextTextPublication details: Hoboken, NJ : John Wiley & Sons Inc., 2008.Description: xiii, 292 p. 25cmISBN:
  • 0470754176 (pbk.)
  • 9780470754177 (pbk.)
Subject(s): DDC classification:
  • 658.4 STE
Holdings
Item type Current library Call number Copy number Status Date due Barcode
Standard Loan Moylish Library Main Collection 658.4 STE (Browse shelf(Opens below)) 1 Available 39002100342873

Enhanced descriptions from Syndetics:

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.

Includes bibliographical references and index.

Table of contents provided by Syndetics

  • About the Authors (p. ix)
  • Preface (p. xi)
  • Acknowledgments (p. xv)
  • Part I Introduction (p. 1)
  • 1 Corporate Governance - Beyond the Scandals and Buzzwords (p. 3)
  • 1.1 Every company has a corporate governance (p. 3)
  • 1.2 The history of corporate governance - a tale of crime and crises (p. 5)
  • 1.3 What are the basic paradigms of corporate governance? (p. 14)
  • 1.4 Basic corporate governance institutions (p. 15)
  • 1.6 Types of corporate governance system (p. 18)
  • 1.7 The types of board (p. 20)
  • 1.8 Typical dilemmas for the board (p. 23)
  • 1.9 Corporate governance and financial performance (p. 24)
  • 1.10 Where does corporate governance specifically add value? (p. 26)
  • 1.11 The contingent role of boards (p. 28)
  • 1.12 Case study: Developing corporate governance at Highfly Logistics Software - but how? (p. 32)
  • 1.13 Case study: Did corporate governance fail at Swissair? (p. 36)
  • 1.14 Case study: ABB - corporate governance during a turnaround (p. 49)
  • 2 International Corporate Governance - Similarities across Systems (p. 63)
  • 2.1 Do international differences matter? (p. 63)
  • 2.2 Case study: DaimlerChrysler - corporate governance dynamics in a global company (p. 68)
  • Part II Boards' Internal Dynamics (p. 89)
  • 3 Information Demand and Supply for Changing Board Roles (p. 91)
  • 3.1 Do new board roles require different information? (p. 91)
  • 3.2 Case study: Conflicts of interest at the board of Khan AG (p. 97)
  • 3.3 Case study: ICM - when hidden agendas enter the boardroom (A) (p. 104)
  • 3.4 Case study: ICM - hidden agendas in the boardroom (B) (p. 108)
  • 4 Navigating through Typical Conflict Patterns (p. 111)
  • 4.1 Are tensions and clashes normal? (p. 111)
  • 4.2 Case study: War at the helm of Elicor (p. 115)
  • 4.3 Case study: Cobra vs. Commerzbank - can investors raid their own company? (p. 120)
  • 5 Codes of Conduct - The Value-Added beyond Compliance (p. 131)
  • 5.1 Codes of conduct as a panacea? (p. 131)
  • 5.2 Case study: Boeing hits turbulence - is it worth losing a successful CEO for a code of conduct? (p. 135)
  • 5.3 Case study: Codes of conduct at ConnectU2 - adding value, cost, or nothing at all? (p. 142)
  • 6 Board Evaluation (p. 153)
  • Part III Corporate Governance in Specific Contexts (p. 161)
  • 7 Corporate Governance Dynamics in M&A (p. 163)
  • 7.1 Why governance as usual is not an option in M&A (p. 163)
  • 7.2 Case study: The DaimlerChrysler merger - the involvement of the boards (p. 166)
  • 7.3 Case study: DaimlerChrysler board - after the deal is done (p. 180)
  • 8 Corporate Governance in and with Subsidiaries (p. 191)
  • 8.1 Tension fields and central issues (p. 191)
  • 8.2 Case study: Pharmagroup Int. and Fluvera - when subsidiary governance means losing competitive ground (p. 195)
  • 9 Corporate Governance in Developed vs. Emerging Markets (p. 203)
  • 9.1 The wild, wild East? The wild, wild South? (p. 203)
  • 9.2 Case study: China Prime - corporate governance with Chinese traits (p. 207)
  • 9.3 Case study: Compania Unidas de Argentina - fight for your right or vote with your teeth? (p. 212)
  • 9.4 Case study: Starting from scratch - corporate governance at South East Bank Europe (p. 215)
  • 10 Responsibilities in Alternative Forms of Governance (p. 221)
  • 10.1 Differences in non-profit organizations (p. 221)
  • 10.2 Case study: WWF International - a truly worldwide organization (p. 223)
  • Part IV Corporate Governance in Special Ownership Situations (p. 233)
  • 11 Corporate Governance in Family Businesses (p. 235)
  • 13.1 Good news for family firms (p. 235)
  • 11.2 Case study: Bata Shoe Organization (p. 245)
  • 12 Corporate Governance Dilemmas in Private Equity Companies (p. 255)
  • 12.1 Corporate governance in private equity firms: can it add value? (p. 255)
  • 12.2 Case study: Automotive Machine Tool GmbH&CoKG - from ailing family business to accelerating private equity? (p. 261)
  • 12.3 Case study: Biocast (p. 276)
  • 12.4 Case study: Asian Car Part Holding - sold without the knowledge of the board? (p. 280)
  • Part V Conclusion (p. 285)
  • Index (p. 287)

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