05330nam 2200685Ia 450 991081584780332120200520144314.01-119-20706-11-282-34979-197866123497990-470-77302-2(CKB)1000000000724822(EBL)470194(OCoLC)609848836(SSID)ssj0000292799(PQKBManifestationID)11229722(PQKBTitleCode)TC0000292799(PQKBWorkID)10274321(PQKB)10974381(MiAaPQ)EBC470194(Au-PeEL)EBL470194(CaPaEBR)ebr10301245(CaONFJC)MIL234979(iGPub)WILEYB0024291(EXLCZ)99100000000072482220080201d2008 uy 0engur|n|---|||||txtccrCorporate governance how to add value /Ulrich Steger, Wolfgang Amann1st ed.Chichester, England ;Hoboken, NJ John Wiley & Sons Ltd.c20081 online resource (310 p.)Description based upon print version of record.0-470-75417-6 Includes bibliographical references and index.Corporate Governance; Contents; About the Authors; Preface; Acknowledgments; Part I Introduction; 1 Corporate Governance - Beyond the Scandals and Buzzwords; 1.1 Every company has a corporate governance; 1.2 The history of corporate governance - a tale of crime and crises; 1.3 What are the basic paradigms of corporate governance?; 1.4 Basic corporate governance institutions; 1.5 The shaping factors of corporate governance; 1.6 Types of corporate governance system; 1.7 The types of board; 1.8 Typical dilemmas for the board; 1.9 Corporate governance and financial performance1.10 Where does corporate governance specifically add value?1.11 The contingent role of boards; 1.12 Case study: Developing corporate governance at Highfly Logistics Software - but how?; 1.13 Case study: Did corporate governance fail at Swissair?; 1.14 Case study: ABB - corporate governance during a turnaround; 2 International Corporate Governance - Similarities across Systems; 2.1 Do international differences matter?; 2.2 Case study: DaimlerChrysler - corporate governance dynamics in a global company; Part II Boards' Internal Dynamics; 3 Information Demand and Supply for Changing Board Roles3.1 Do new board roles require different information?3.2 Case study: Conflicts of interest at the board of Khan AG; 3.3 Case study: ICM - when hidden agendas enter the boardroom (A); 3.4 Case study: ICM - hidden agendas in the boardroom (B); 4 Navigating through Typical Conflict Patterns; 4.1 Are tensions and clashes normal?; 4.2 Case study: War at the helm of Elicor; 4.3 Case study: Cobra vs. Commerzbank - can investors raid their own company?; 5 Codes of Conduct - The Value-Added beyond Compliance; 5.1 Codes of conduct as a panacea?5.2 Case study: Boeing hits turbulence - is it worth losing a successful CEO for a code of conduct?5.3 Case study: Codes of conduct at ConnectU2 - adding value, cost, or nothing at all?; 6 Board Evaluation; Part III Corporate Governance in Specific Contexts; 7 Corporate Governance Dynamics in M&A; 7.1 Why governance as usual is not an option in M&A; 7.2 Case study: The DaimlerChrysler merger - the involvement of the boards; 7.3 Case study: DaimlerChrysler board - after the deal is done; 8 Corporate Governance in and with Subsidiaries; 8.1 Tension fields and central issues8.2 Case study: Pharmagroup Int. and Fluvera - when subsidiary governance means losing competitive ground9 Corporate Governance in Developed vs. Emerging Markets; 9.1 The wild, wild East? The wild, wild South?; 9.2 Case study: China Prime - corporate governance with Chinese traits; 9.3 Case study: Compania Unidas de Argentina - fight for your right or vote with your teeth?; 9.4 Case study: Starting from scratch - corporate governance at South East Bank Europe; 10 Responsibilities in Alternative Forms of Governance; 10.1 Differences in non-profit organizations10.2 Case study: WWF International - a truly worldwide organizationThis 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 ValueCorporate governanceValue.Corporate governance.658.4658.4/2Steger Ulrich162207Amann Wolfgang740332MiAaPQMiAaPQMiAaPQBOOK9910815847803321Corporate governance3965722UNINA