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Corporate governance [[electronic resource] ] : how to add value / / Ulrich Steger, Wolfgang Amann
| Corporate governance [[electronic resource] ] : how to add value / / Ulrich Steger, Wolfgang Amann |
| Autore | Steger Ulrich |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | Chichester, England ; ; Hoboken, NJ, : John Wiley & Sons Ltd., c2008 |
| Descrizione fisica | 1 online resource (310 p.) |
| Disciplina |
658.4
658.4/2 |
| Altri autori (Persone) | AmannWolfgang |
| Soggetto topico |
Value
Corporate governance |
| ISBN |
1-119-20706-1
1-282-34979-1 9786612349799 0-470-77302-2 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
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 performance
1.10 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 3.1 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 issues 8.2 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 10.2 Case study: WWF International - a truly worldwide organization |
| Record Nr. | UNINA-9910146099503321 |
Steger Ulrich
|
||
| Chichester, England ; ; Hoboken, NJ, : John Wiley & Sons Ltd., c2008 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Corporate governance : how to add value / / Ulrich Steger, Wolfgang Amann
| Corporate governance : how to add value / / Ulrich Steger, Wolfgang Amann |
| Autore | Steger Ulrich |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | Chichester, England ; ; Hoboken, NJ, : John Wiley & Sons Ltd., c2008 |
| Descrizione fisica | 1 online resource (310 p.) |
| Disciplina |
658.4
658.4/2 |
| Altri autori (Persone) | AmannWolfgang |
| Soggetto topico |
Value
Corporate governance |
| ISBN |
1-119-20706-1
1-282-34979-1 9786612349799 0-470-77302-2 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
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 performance
1.10 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 3.1 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 issues 8.2 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 10.2 Case study: WWF International - a truly worldwide organization |
| Record Nr. | UNINA-9910815847803321 |
|
Steger Ulrich
|
||
| Chichester, England ; ; Hoboken, NJ, : John Wiley & Sons Ltd., c2008 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||