LEADER 04181nam 2200961 a 450 001 9910787732903321 005 20230126210910.0 010 $a1-78539-556-4 010 $a1-60649-691-3 035 $a(CKB)2670000000519665 035 $a(EBL)1207487 035 $a(SSID)ssj0000970161 035 $a(PQKBManifestationID)11548134 035 $a(PQKBTitleCode)TC0000970161 035 $a(PQKBWorkID)11001457 035 $a(PQKB)10819896 035 $a(OCoLC)844892450 035 $a(CaBNVSL)swl00402447 035 $a(Au-PeEL)EBL1207487 035 $a(CaPaEBR)ebr10707488 035 $a(CaONFJC)MIL824745 035 $a(CaSebORM)9781606496909 035 $a(MiAaPQ)EBC1207487 035 $a(EXLCZ)992670000000519665 100 $a20130528d2013 fy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 12$aA primer on corporate governance$b[electronic resource] /$fCornelis A. de Kluyver 205 $a2nd ed. 210 $a[New York, N.Y.] (222 East 46th Street, New York, NY 10017) $cBusiness Expert Press$d2013 215 $a1 online resource (256 p.) 225 1 $aCorporate governance collection,$x1948-0415 300 $aPart of: 2013 digital library. 311 $a1-60649-690-5 320 $aIncludes bibliographical references (p. 221-228) and index. 327 $aPart I. Corporate governance: the system and its purpose -- 1. Corporate governance: the link between corporations and society -- 2. Governance and accountability -- 3. The board: role and composition -- 4. Major U.S. governance reforms: 2002-2012 -- Part II. The board's responsibilities -- 5. CEO selection and succession planning -- 6. Oversight, compliance, and risk management -- 7. The board's role in strategy development -- 8. CEO performance evaluation and executive compensation -- 9. Responding to external pressures and unforeseen events -- 10. Creating a high-performance board -- Notes -- References -- Index. 330 3 $aThis book is a primer on corporate governance for large, publicly held companies in the United States, the system that defines the distribution of rights and responsibilities among different participants in a corporation, such as the board, managers, shareholders, and other stakeholders, and spells out the rules and procedures for making decisions on corporate affairs. As with any complex system, corporate governance functions best when all of its constituent elements work in harmony, when each performs its assigned role, with the right incentives, properly aligned interests, and the right tools for the job. The turbulent history of corporate governance in recent years is testimony that this has not always been the case. 410 0$a2013 digital library. 410 0$aCorporate governance collection.$x1948-0415 606 $aCorporate governance 610 $acorporate governance 610 $aboards of directors 610 $ashareholders 610 $astakeholders 610 $acapitalism 610 $aSarbanes-Oxley 610 $aDodd-Frank 610 $aregulation 610 $asecurity and exchange commission 610 $aNew York Stock Exchange 610 $aNASDAQ stock exchange 610 $aauditors 610 $asecurity analysts 610 $acredit rating agencies 610 $aCEO succession planning 610 $aCEO evaluation 610 $aCEO compensation 610 $astrategy 610 $amanagement 610 $aoversight 610 $aaudit committee 610 $anominating committee 610 $acompensation committee 610 $atakeovers 610 $arisk management 610 $ashareholder activism 610 $acorporate social responsibility 610 $aglobal convergence 610 $achairman of the board 610 $alead director 615 0$aCorporate governance. 676 $a658.4 700 $aDe Kluyver$b Cornelis A$0862478 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910787732903321 996 $aA primer on corporate governance$93685152 997 $aUNINA