Efnisyfirlit

• Cover
• halftitle
• Title Page
• Copyright
• Dedication
• Preface
• Acknowledgements
• List of case studies
• List of abbreviations
• Guide to the book
• Guide to the online resources
• Introduction
• How to use the book
• Part 1 Principles
  • 1 Corporate Governance: A Frontier Subject
    • All corporate entities need governing
    • Corporate governance is old, only the phrase is new
    • The cultural component of corporate governance
    • Developments in corporate governance in the early 21st century
    • New frontiers for corporate governance
    • Case studies
  • 2 Governance and Management
    • Definitions of corporate governance
    • The scope of corporate governance
    • The significance of constitutions for corporate entities
    • The difference between governance and management
    • The performance and conformance aspects of governance
    • Alternative board structures
    • Board diversity
    • Case studies
  • 3 Theories, Philosophies, and Concepts of Corporate Governance
    • The agency dilemma
    • Agency theory
    • Transaction cost economics
    • Stewardship theory
    • Resource dependency theory
    • Managerial and class hegemony
    • Psychological and organizational perspectives
    • The societal perspective: stakeholder philosophies
    • The cultural component of corporate governance
    • Differing boundaries and levels: systems theory
    • A subject in search of its paradigm
    • Case studies
  • 4 The Governance Partnership: Investors, Companies, and Directors
    • Shareholder rights
    • Shareholder stewardship and activism
    • Shareholder information
    • Different types of director
    • Directors’ legal duties and rights
    • Case studies
  • 5 The Regulatory Framework
    • Legislation, regulation, and corporate governance codes
    • Corporate regulation in the UK
    • Corporate regulation in the USA
    • Corporate regulation in other countries
    • Codes from international agencies
    • Codes from institutional investors
    • Company codes
    • Codes for the non-profit and voluntary sectors
    • The importance of compliance: corporate governance reports
    • Principles or prescription: the governance debate
    • Case studies
  • 6 Models of Corporate Governance
    • How context affects corporate governance
    • Western and Eastern approaches to corporate governance
    • Corporate governance: convergence or differentiation?
    • Institutions necessary for successful corporate governance
    • Case studies
• Part 2 Policies
  • 7 Functions of the Board
    • What the board does
    • Supervising executive activities
    • Balancing the board’s performance and conformance roles
    • Board committees: functions and authority
    • Delegating board functions to management
    • Corporate transparency
    • Case studies
  • 8 The Governance of Corporate Risk
    • What is corporate risk?
    • Frameworks for enterprise risk management
    • The World Economic Forum risk survey
    • The board’s responsibility for enterprise risk management
    • Identifying types of risk
    • Controlling risk
    • Risk strategies
    • Case studies
  • 9 The Board and Business Ethics
    • What are business ethics?
    • Changing expectations in the governance of organizations
    • The concept of corporate social responsibility
    • CSR strategies and policies
    • The CSR competency framework
    • Enlightened shareholder value (ESV)
    • Sustainable development
    • Sustainability and the triple bottom line
    • Communication with stakeholders: integrated reporting
    • Case studies
  • 10 The Governance of Listed Companies
    • Ownership of listed companies
    • Shareholder rights
    • Shareholder activism and the role of institutional investors
    • Investor relations
    • Disclosure of substantial shareholdings and directors’ interests
    • The governance of complex corporate structures
    • Block-holders and universal ownership
    • Dual-listed companies
    • Dual-class shares
    • Listings on alternative stock markets
    • Case studies
  • 11 The Governance of Non-Listed Corporate Entities
    • The governance of private companies
    • The governance of subsidiary and associated companies
    • The governance of employee-owned companies
    • The governance of joint ventures
    • The governance of not-for-profit organizations
    • The governance of charities
    • The governance of cooperative organizations
    • The governance of partnerships
    • The governance of hedge funds and private equity funds
    • The governance of sovereign wealth funds
    • The state as shareholder
    • Case studies
  • 12 Corporate Governance around the World
    • Corporate governance in China
    • Corporate governance in Hong Kong (SAR)
    • Corporate governance in India
    • Corporate governance in Russia
    • Corporate governance in Brazil
    • Corporate governance in Singapore
    • Corporate governance in South Korea
    • Corporate governance in Japan
    • Corporate governance in the Middle East and North Africa
    • Case studies
• Part 3 Practices
  • 13 Board Membership: Directors’ Appointment, Roles, and Remuneration
    • The appointment of directors
    • Desirable attributes in a director
    • Core competencies of a director
    • Roles directors play
    • Directors’ duties, rights, and powers
    • Directors’ service contracts and agreements
    • Directors’ remuneration
    • Case studies
  • 14 Board Leadership: The Reality of the Boardroom
    • How people, power, and politics affect practice
    • The chair’s leadership role
    • Sources of governance power
    • Games directors play
    • Board styles and the culture of the board
    • Business ethics begin in the boardroom
    • Corporate codes of ethics and their enforcement
    • Implementing corporate governance below board level
    • Case studies
  • 15 Board Activities: Corporate Governance in Practice
    • Committees of the board
    • The influence of the audit committee
    • The role of internal audit
    • The importance of the external auditor
    • The independence of external auditors
    • The significance of the company secretary
    • Case studies
  • 16 Board Effectiveness: Building Better Boards
    • Making a board effective
    • Director orientation and director induction
    • Directors’ liabilities and indemnity
    • Directors’ and officers’ insurance
    • Board information
    • Managing meetings, agenda, and minutes
    • Communications with shareholders and other stakeholders
    • Case studies
  • 17 Board Evaluation: Reviewing Directors and Boards
    • Assessing boards and board committees
    • What does a board assessment involve?
    • Assess individual directors’ performance
    • Corporate governance rating systems for companies
    • Corporate governance assessment systems for countries
    • Case studies
  • 18 Corporate Governance: The Next 30 Years
    • On living in interesting times
    • Frontiers of corporate governance today
    • Core principles of corporate governance
    • Drivers of change
    • The frontiers of corporate governance in the future
    • Towards a philosophy of corporate governance
    • Case studies
• Appendix 1 Corporate Governance Codes around the World
• Index

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