Some
time after starting out as an academic in the field of strategy, I became aware
of the fact that strategists thought and acted as if board members and
shareholders simply did not exist—executives made strategy. The
revelatory moment for me came when I tested this conception of the world
against the reality that I knew, Europe and family business, settings where shareholders
in particular have always played a critical role in deciding on the direction
of the firm. Ever since, I have made it my mission—in research, in
teaching, and in consulting—to make sure that strategy and governance
questions are always raised at the same time.
I wrote
Strong Managers, Strong Owners: Corporate Governance and Strategy
Monks and Minow are the founders of modern
shareholder-focused corporate governance. As such, their book is required
reading for understanding how shareholders have taken back control of publicly
listed companies, not only in the USA but also around the world. This is
a book with a purpose, and it shows in the writing—the authors use detailed
case histories, often from their own personal experience to show that
corporations and business in general stand to benefit from more active
shareholders.
In the wake of the recent global financial collapse the timely new edition of this successful text provides students and business professionals with a welcome update of the key issues facing managers, boards of directors, investors, and shareholders. In addition to its authoritative overview of the history, the myth and the reality of corporate governance, this new edition has been updated to include: * analysis of the financial crisis; * the reasons for the global scale of the recession * the failure of international risk management * An overview of corporate governance guidelines and codes of practice; * new cases.…
By
emphasizing accountability, Jill Solomon takes the reader deep into one of the
two critical pillars of corporate governance, the other being power. Whereas many other books stick to defining and describing the institutions of
corporate governance in an ideal world, Solomon explains how these institutions
actually (should and can) work to ensure accountability—of executives to the
board and the shareholders, of the board to shareholders, and of the
corporation to society.
Corporate Governance and Accountability presents students with a complete and current survey of the latest developments involving how a company is directed and controlled. Providing a broad research-based perspective, this comprehensive textbook examines global corporate governance systems, the role and responsibilities of the directorate, and the frameworks designed to ensure effective corporate accountability for stakeholders. A holistic approach to the subject enables students to develop a well-rounded knowledge of corporate governance theory and practice, policy documents, academic research, and current debates, issues, and trends.
Now in its fifth edition, this comprehensive view of the corporate governance agenda features fully revised…
Too
often, people in the corporate governance field jump to the conclusion that
what works in one country has to work the same way in another country. Although corporate governance is fundamentally about power and accountability,
no matter the setting, one size does not fit all. Thomas Clarke’s book is
an excellent introduction to understanding how different legal systems and
different histories have shaped corporate governance in different national
environments. Learn from the best no matter the source and adapt to local
needs.
Thomas Clarke's International Corporate Governance offers a comprehensive guide to corporate governance forms and institutions and examines the recurring crises in corporate governance and the resulting corporate governance reform around the world.
While the popular structure of the original text has been retained, significant changes have been made to take account of the global financial crisis, ever-changing regulations and worldwide governance developments. Key topics include:
The governance failures of international corporations such as Enron and Lehman Brothers
Diversity in corporate and institutional forms across the world
The role of international corporate governance standards
Digital disruption in capital markets and proposals…
This
little book makes the questions around corporate governance in the family firm
come alive with examples, people, and, even, feelings. Too often,
corporate governance is considered unnecessary where family ties are supposed
to make up for missing structure. Aronoff and Ward show how family ties
can get in the way of sound business practices and make a very strong case for
prioritizing governance in the family business. Governance in the family
business, unlike governance in the listed company, needs to be precisely
tailored to the situation, and this book provides a blueprint for starting the
process.
Strong family governance can create an environment of smooth decision making, cohesiveness, effective conflict resolution and a directive that moves the business forward. Authors Aronoff and Ward show leaders why a strong governance is critical to taking families from one generation of success to the next.
This is one of the very few books about corporate governance that provides truly useful, non-obvious tools for improving performance. Starting with a very good exposition of the challenges of modern corporate governance, Martin Hilb offers a variety of charts, self-tests, and questions for reflection that help owners, board members, and executives come to grips with their different roles in directing and controlling the firm. The situations discussed and the advice offered are relevant for listed and private companies – the best short primer on how to apply corporate governance.
In the 5th edition of this successful book Martin Hilb presents an innovative and integrated approach to the theory and practice of corporate governance. Central to this approach is a set of instruments - developed and tested by the author - that can be used by boards to offer effective strategic direction and control to their organizations. The board instruments can be readily applied to the selection, review, remuneration and development of board members, and for conducting board self-evaluations. This new approach to corporate governance is based on four guiding principles: keep it situational, keep it strategic, keep it integrated,…
Academics, consultants, financiers, and lawyers do research
and advise their clients on the basis of a fiction—namely that governance and
strategy are completely unrelated. Thus, changes in governance such as going
public are considered in isolation, without taking the effect on company
strategy into account; similarly, changes in strategy such as
internationalization, or diversification are discussed without thinking about
the consequences for governance. This book ties the two leadership tools
together, using examples from a wide variety of settings to show how important
it is to prepare for the full implications of changes in governance and strategy.
There is no one best strategy; it all depends who the strategy is for.
