Efnisyfirlit

• COVER
• TITLE PAGE
• COPYRIGHT
• DEDICATION
• PREFACE
  • THE FIFTH EDITION
• ACKNOWLEDGEMENTS
• PART 1: FRAMEWORKS AND MECHANISMS
  • CHAPTER 1: DEFINING CORPORATE GOVERNANCE
    • INTRODUCTION
    • WHAT IS CORPORATE GOVERNANCE?
    • THEORETICAL FRAMEWORKS
    • THE EVOLVING FRAMEWORK OF CORPORATE GOVERNANCE
    • ACADEMIC RESEARCH: THE FRONTIERS OF CORPORATE GOVERNANCE RESEARCH
    • CHAPTER SUMMARY
    • QUESTIONS FOR REFLECTION AND DISCUSSION
    • NOTES
  • CHAPTER 2: THE IMPACT OF CORPORATE GOVERNANCE WEAKNESSES AND FAILURE
    • INTRODUCTION
    • THE COLLAPSE OF ENRON IN 2001
    • THE COLLAPSE OF THE WORLD’S BANKING SECTOR AND GOVERNANCE FAILURE: 2008
    • THE COLLAPSE OF CARILLION IN 2018
    • AN OVERVIEW OF CARILLION AND ITS ACTIVITIES
    • CHAPTER SUMMARY
    • QUESTIONS FOR REFLECTION AND DISCUSSION
    • NOTES
  • CHAPTER 3: CORPORATE GOVERNANCE REFORM
    • INTRODUCTION
    • THE CADBURY REPORT 1992
    • THE GREENBURY REPORT 1995
    • THE HAMPEL REPORT 1998
    • THE TURNBULL REPORT 1999
    • THE HIGGS REPORT 2003
    • THE TYSON REPORT 2003
    • THE SMITH REPORT 2003
    • REVISED GUIDANCE ON AUDIT COMMITTEES 2008
    • REDRAFT OF THE COMBINED CODE 2003, REVISED 2006
    • INTERNAL CONTROL: REVISED GUIDANCE FOR DIRECTORS ON THE COMBINED CODE 2005
    • FURTHER REVISION OF THE COMBINED CODE 2008
    • TURNER REVIEW MARCH 2009
    • WALKER REVIEW JULY 2009
    • THE STEWARDSHIP CODE 2010
    • CORPORATE GOVERNANCE CODE 2012
    • THE KAY REVIEW
    • CORPORATE GOVERNANCE CODE 2016 AND 2018
    • THE KINGMAN REVIEW AND THE END OF THE FRC: INTRODUCING THE ARGA
    • APPLYING THE CODES OF PRACTICE TO SMALL COMPANIES
    • RANKING CORPORATE GOVERNANCE INITIATIVES
    • WHY IS GOOD CORPORATE GOVERNANCE IMPORTANT?
    • CORPORATE GOVERNANCE AND CORPORATE PERFORMANCE
    • CORPORATE GOVERNANCE RATINGS, INDEXES AND LINKS WITH FINANCIAL PERFORMANCE
    • CHAPTER SUMMARY
    • QUESTIONS FOR REFLECTION AND DISCUSSION
    • NOTES
  • CHAPTER 4: THE ROLE OF BOARDS IN CORPORATE GOVERNANCE
    • INTRODUCTION: ENHANCING BOARD EFFECTIVENESS
    • UNITARY AND TWO‐TIER BOARD STRUCTURES
    • SPLITTING THE ROLE OF CHAIRMAN AND CHIEF EXECUTIVE
    • RESEARCH INTO SPLIT ROLES
    • THE ROLE OF NON‐EXECUTIVE DIRECTORS IN CORPORATE GOVERNANCE
    • RESEARCH INTO THE ROLE OF NON‐EXECUTIVE DIRECTORS
    • EXECUTIVE REMUNERATION
    • WHAT ELSE CAN CONTRIBUTE TO BOARD EFFECTIVENESS?
    • BRAVE NEW BOARDROOMS? HOW CAN GOVERNANCE AND BOARDS BE REFORMED?
    • ADDRESSING THE ETHICAL HEALTH OF BOARDS: FOCUSING ON BOARDROOM CULTURE
    • CHAPTER SUMMARY
    • QUESTIONS FOR REFLECTION AND DISCUSSION
    • NOTES
  • CHAPTER 5: THE ROLE OF INSTITUTIONAL INVESTORS IN CORPORATE GOVERNANCE
    • INTRODUCTION
    • THE ONGOING TRANSFORMATION OF UK INSTITUTIONAL OWNERSHIP
    • A COMPLEX WEB OF OWNERSHIP
    • CONFLICT AND PENSION FUND TRUSTEES
    • THE GROWTH OF INSTITUTIONAL INVESTOR ACTIVISM
    • INSTITUTIONAL INVESTOR VOTING
    • INSTITUTIONAL INVESTORS: ENGAGEMENT AND DIALOGUE
    • CHAPTER SUMMARY
    • QUESTIONS FOR REFLECTION AND DISCUSSION
    • NOTE
  • CHAPTER 6: THE ROLE OF TRANSPARENCY, AUDIT, INTERNAL CONTROL AND RISK MANAGEMENT IN CORPORATE GOVERNANCE
    • INTRODUCTION
    • TRANSPARENCY AND DISCLOSURE
    • CORPORATE GOVERNANCE AND RISK IN THE WAKE OF THE FINANCIAL CRISIS
    • TURNBULL, INTERNAL CONTROL: A UK PERSPECTIVE
    • SARBANES–OXLEY AND INTERNAL CONTROL: A US PERSPECTIVE
    • DODD–FRANK ACT
    • SARBANES–OXLEY 17 YEARS LATER
    • CHAPTER SUMMARY
    • QUESTIONS FOR REFLECTION AND DISCUSSION
    • NOTE
• PART 2: GLOBAL CORPORATE GOVERNANCE
  • CHAPTER 7: AN INTRODUCTION TO CORPORATE GOVERNANCE SYSTEMS WORLDWIDE
    • INTRODUCTION
    • CATEGORIZING CORPORATE GOVERNANCE
    • FACTORS INFLUENCING CORPORATE GOVERNANCE IN AN INTERNATIONAL CONTEXT
    • GLOBAL CONVERGENCE IN CORPORATE GOVERNANCE
    • THE OECD PRINCIPLES
    • THE EUROPEAN UNION
    • THE COMMONWEALTH GUIDELINES
    • CORPORATE GOVERNANCE IN THE MIDDLE EAST AND NORTH AFRICA
    • ANDEAN CORPORATE GOVERNANCE CODE 2004
    • ETHICAL ISSUES IN INTERNATIONAL CORPORATE GOVERNANCE: CONTROLLING BRIBERY AND CORRUPTION
    • THE OUTCOME OF CORPORATE GOVERNANCE CONVERGENCE
    • COUNTRY STUDIES
    • CHAPTER SUMMARY
    • QUESTIONS FOR REFLECTION AND DISCUSSION
  • CHAPTER 8: A REFERENCE DICTIONARY OF CORPORATE GOVERNANCE SYSTEMS
    • ALBANIA
    • ARGENTINA
    • AUSTRALIA
    • BAHRAIN
    • BANGLADESH
    • BELGIUM
    • BOTSWANA
    • BRAZIL
    • CANADA
    • CHILE
    • CHINA
    • COLOMBIA
    • CYPRUS
    • CZECH REPUBLIC
    • DENMARK
    • EGYPT
    • ESTONIA
    • FINLAND
    • FRANCE
    • GERMANY
    • GHANA
    • GREECE
    • HONG KONG
    • HUNGARY
    • ICELAND
    • INDIA
    • INDONESIA
    • IRAQ
    • IRELAND
    • ITALY
    • CASE STUDY ON ITALIAN GOVERNANCE: THE ‘EUROPEAN ENRON’: PARMALAT
    • JAMAICA
    • JAPAN
    • JORDAN
    • KENYA
    • LATVIA
    • LEBANON
    • LIBYA
    • LITHUANIA
    • LUXEMBOURG
    • MACEDONIA
    • MALAYSIA
    • THE NETHERLANDS
    • NEW ZEALAND
    • NIGERIA
    • NORWAY
    • OMAN
    • PAKISTAN
    • PERU
    • THE PHILIPPINES
    • POLAND
    • PORTUGAL
    • QATAR
    • ROMANIA
    • RUSSIA
    • SAUDI ARABIA
    • SINGAPORE
    • SLOVAKIA
    • SLOVENIA
    • SOUTH AFRICA
    • SOUTH KOREA
    • SPAIN
    • SRI LANKA
    • SWEDEN
    • SWITZERLAND
    • TAIWAN
    • THAILAND
    • TRINIDAD & TOBAGO
    • TUNISIA
    • TURKEY
    • UGANDA
    • UKRAINE
    • UNITED STATES
    • VENEZUELA
    • VIETNAM
    • CHAPTER SUMMARY
    • QUESTIONS FOR REFLECTION AND DISCUSSION
• PART 3: HOLISTIC GOVERNANCE
  • CHAPTER 9: CORPORATE GOVERNANCE AND STAKEHOLDER ACCOUNTABILITY
    • INTRODUCTION
    • EARLY ROOTS OF CORPORATE SOCIAL RESPONSIBILITY IN THE UK
    • FRIEDMAN AND CORPORATE SOCIAL RESPONSIBILITY
    • DOES CORPORATE SOCIAL RESPONSIBILITY IMPROVE FINANCIAL PERFORMANCE?
    • CORPORATE ENVIRONMENTAL REPORTING
    • SUSTAINABILITY AND A STAKEHOLDER PERSPECTIVE
    • SUSTAINABILITY REPORTING
    • ACCOUNTING FOR BIODIVERSITY, ACCOUNTING FOR BEES, AND EXTINCTION ACCOUNTING
    • BEE‐ING BEE‐FRIENDLY AT EVERY LEVEL: WHAT CAN LOCAL COUNCILS AND GARDENERS DO?
    • INTEGRATED REPORTING: THE DAWNING OF A NEW REALITY?
    • ASSURANCE OF SOCIAL, ENVIRONMENTAL, SUSTAINABILITY AND INTEGRATED REPORTING
    • STAKEHOLDER ENGAGEMENT
    • SCEPTICISM ABOUT STAKEHOLDER ENGAGEMENT
    • A THEORETICAL FRAMEWORK FOR STAKEHOLDER ENGAGEMENT
    • GOVERNANCE IN PUBLIC AND THIRD‐SECTOR ORGANIZATIONS
    • GOVERNANCE IN THE PUBLIC SECTOR
    • THE NOLAN COMMITTEE PRINCIPLES, 1995
    • CORPORATE GOVERNANCE IN CENTRAL GOVERNMENT DEPARTMENTS:
    • CHAPTER SUMMARY
    • WORKSHOP ACTIVITY
    • NOTES
  • CHAPTER 10: RESPONSIBLE INVESTMENT
    • INTRODUCTION
    • TERMINOLOGY AND DEFINITIONS
    • FROM SEE TO ESG
    • FROM ESG TO EAI AND EXTRA FINANCIALS
    • UNITED NATIONS PRINCIPLES OF RESPONSIBLE INVESTMENT (UNPRI, NOW PRI)
    • THE UK SOCIAL INVESTMENT FORUM, UKSIF
    • THE EUROPEAN SOCIAL INVESTMENT FORUM, EUROSIF
    • SOME STATISTICS ON RESPONSIBLE INVESTMENT
    • RESPONSIBLE INVESTMENT STRATEGIES
    • BEST IN SECTOR
    • THE FINANCIAL PERFORMANCE OF RESPONSIBLE INVESTMENT
    • THE DRIVERS OF RESPONSIBLE INVESTMENT
    • A GROWING DEMAND FOR SOCIAL, ETHICAL AND ENVIRONMENTAL DISCLOSURE
    • PRIVATE CLIMATE CHANGE REPORTING
    • RESPONSIBLE INVESTMENT, POLLINATORS AND SPECIES EXTINCTION
    • RESPONSIBLE INVESTMENT AND AN INTEGRATED APPROACH TO INSTITUTIONAL INVESTMENT
    • UKSIF REPORT ON PENSIONS AND RESPONSIBLE INVESTMENT
    • SOCIALLY RESPONSIBLE INVESTMENT IN AN INTERNATIONAL CONTEXT
    • CHAPTER SUMMARY
    • QUESTIONS FOR REFLECTION AND DISCUSSION
    • NOTES
  • CHAPTER 11: FUTURE DIRECTIONS FOR CORPORATE GOVERNANCE AND ACCOUNTABILITY
    • THE FUTURE OF INSTITUTIONAL INVESTOR ACTIVISM
    • A CONTINUING BROADENING OF THE CORPORATE GOVERNANCE AGENDA: HOLISTIC GOVERNANCE AND STAKEHOLDER ACCOUNTABILITY
    • HAS CORPORATE GOVERNANCE REFORM GONE TOO FAR? OR HAS IT GONE FAR ENOUGH?
• REFERENCES
• INDEX
• END USER LICENSE AGREEMENT

UM RAFBÆKUR Á HEIMKAUP.IS

Bókahillan þín er þitt svæði og þar eru bækurnar þínar geymdar. Þú kemst í bókahilluna þína hvar og hvenær sem er í tölvu eða snjalltæki. Einfalt og þægilegt!

Rafbók til eignar
Rafbók til eignar þarf að hlaða niður á þau tæki sem þú vilt nota innan eins árs frá því bókin er keypt.

Þú kemst í bækurnar hvar sem er
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Fleiri góðir kostir
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