LEADER 05330nam 2200685Ia 450 001 9910815847803321 005 20200520144314.0 010 $a1-119-20706-1 010 $a1-282-34979-1 010 $a9786612349799 010 $a0-470-77302-2 035 $a(CKB)1000000000724822 035 $a(EBL)470194 035 $a(OCoLC)609848836 035 $a(SSID)ssj0000292799 035 $a(PQKBManifestationID)11229722 035 $a(PQKBTitleCode)TC0000292799 035 $a(PQKBWorkID)10274321 035 $a(PQKB)10974381 035 $a(MiAaPQ)EBC470194 035 $a(Au-PeEL)EBL470194 035 $a(CaPaEBR)ebr10301245 035 $a(CaONFJC)MIL234979 035 $a(iGPub)WILEYB0024291 035 $a(EXLCZ)991000000000724822 100 $a20080201d2008 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aCorporate governance $ehow to add value /$fUlrich Steger, Wolfgang Amann 205 $a1st ed. 210 $aChichester, England ;$aHoboken, NJ $cJohn Wiley & Sons Ltd.$dc2008 215 $a1 online resource (310 p.) 300 $aDescription based upon print version of record. 311 $a0-470-75417-6 320 $aIncludes bibliographical references and index. 327 $aCorporate 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 performance 327 $a1.10 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 Roles 327 $a3.1 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? 327 $a5.2 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 issues 327 $a8.2 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 organizations 327 $a10.2 Case study: WWF International - a truly worldwide organization 330 $aThis 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 606 $aValue 606 $aCorporate governance 615 0$aValue. 615 0$aCorporate governance. 676 $a658.4 676 $a658.4/2 700 $aSteger$b Ulrich$0162207 701 $aAmann$b Wolfgang$0740332 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910815847803321 996 $aCorporate governance$93965722 997 $aUNINA