Offering a fresh look at the commonly accepted view of what constitutes good governance, Donald Nordberg explores the contexts of board decisions and draws upon his academic research and years of business and financial journalism in Europe, North America and Asia to provide a distinctive and pertinent contribution to the literature on corporate governance. The book:
– Features 21 detailed case studies, drawn from international examples, to prompt discussion and analysis
– Provides topical, up-to-date examples and evidence
– Gives attention to the important question ‘What next for Corporate Governance?’
Supporting features include: Case Study questions; ‘Agenda Point’ boxes to provide further analysis and consideration on topical issues; Further readings; Companion Website, featuring online resources.
İçerik tablosu
Introducing Corporate Governance
The Problems of Corporate Governance
PART ONE: PRINCIPLES OF CORPORATE GOVERNANCE
Theories of Corporate Governance
Mechanisms of Corporate Governance
Corporate Governance in a Global Economy
Codes of Corporate Governance
PART TWO: ISSUES ON THE BOARD′S AGENDA
Issues within the Board
Issues between Boards and Management
Issues between Boards and Owners
Issues between Owners
Issues between the Company and Its Publics
PART THREE: REPORTING, REBALANCING AND THE FUTURE
Transparency
The Universal Antiseptic
Governance beyond Corporations
An Unsettled and Unsettling Future?
Yazar hakkında
Donald Nordberg is Associate Professor of Corporate Governance at Bournemouth University Business School in the UK. His research has been published in Corporate Governance: An International Review, Business History, Leadership, Business Ethics: A European Review, Philosophy of Management, and other journals. He is author of The Cadbury Code and Recurrent Crisis (Palgrave, 2020) and Corporate Governance: Principles & Issues (Sage, 2011). He was educated in the US at Reed College in Portland, Oregon, the University of Illinois at Urbana-Champaign, and in the UK at Warwick Business School and the University of Liverpool Management School. As a governance practitioner, he chairs the board of a major UK social care charity and is non-executive director of a large performing arts organization.
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