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Fundamentals of Corporate Governance
Four Volume Set
Edited by:
- Thomas Clarke - University of Technology, Sydney, Australia
- Marie dela Rama - University of Technology, Sydney, Australia
Other Titles in:
Business Ethics
Business Ethics
December 2007 | 1 512 pages | SAGE Publications Ltd
Fundamentals of Corporate Governance assembles definitive work by leading international scholars in the field of corporate governance from the United States, UK, Europe, Asia and Australia. The editors of this four-volume set provide an illuminating focus on the mechanisms and institutions of corporate governance. Each of the volumes address a major theme, examining historical and current debates, analyzing research findings, and projecting policy development.
Volume I explores fundamental issues of ownership and control.
Volume II looks at the board of directors and how boards maintain balance and exercise strategic control.
Volume III examines the controversial issue of CEO power and reward.
Volume IV considers the increasing influence of institutional investors and the importance of corporate social responsibility.
Fundamentals of Corporate Governance appeals to university and institutional libraries wishing to have an accessible, authoritative guide to corporate governance. As corporate governance has become more prominent in public debate it is increasingly included in the mainstream business and management curriculum, and this critical development is likely to continue.
Volume I explores fundamental issues of ownership and control.
Volume II looks at the board of directors and how boards maintain balance and exercise strategic control.
Volume III examines the controversial issue of CEO power and reward.
Volume IV considers the increasing influence of institutional investors and the importance of corporate social responsibility.
Fundamentals of Corporate Governance appeals to university and institutional libraries wishing to have an accessible, authoritative guide to corporate governance. As corporate governance has become more prominent in public debate it is increasingly included in the mainstream business and management curriculum, and this critical development is likely to continue.
Volume One
Introduction
PART ONE: THE DIMENSIONS OF CORPORATE GOVERNANCE
R I Tricker
The Ideology of Corporate Governance
R Apreda
The Semantics of Governance
A Cadbury
Corporate Social Responsibility
Shann Turnbull
Corporate Governance
A Enrione et al
Institutionalizing Codes of Governance
PART TWO: THE SEPARATION OF OWNERSHIP AND CONTROL IN THE UNITED STATES
M Zeitlin
Corporate Ownership and Control
D L Kang and A B Sorensen
Ownership Organization and Firm Performance
Y Gadhoum et al
Who Controls Us?
PART THREE: THE SEPARATION OF OWNERSHIP AND CONTROL AROUND THE WORLD
S Claessens et al
The Separation of Ownership and Control in East Asian Corporations
M Faccio and L H P Lang
The Ultimate Ownership of Western European Corporations
S Guriev and A Rachinsky
The Role of Oligarchs in Russian Capitalism
PART FOUR: FAMILY OWNERSHIP
M Carney
Corporate Governance and Competitive Advantage in Family-Controlled Firms
PART FIVE: INSTITUTIONAL INVESTORS: REUNITING OWNERSHIP AND CONTROL
J Hawley and A Williams
The Emergence of Universal Owners
E P Davis
Institutional Investors, Corporate Governance and the Performance of the Corporate Sector
L V Ryan and M Schneider
The Antecedents of Institutional Investor Activism
J Bogle
How to Return Corporate America to Its Owners
Volume Two
PART SIX: THE CONTEST FOR CONTROL: BOARDS AND DIRECTORS
M S Mizruchi
Who Controls Whom? An Examination of the Relation between Management and Boards of Directors in Large American Corporations
C Weir et al
Internal and External Governance Mechanisms
J M Loring and C K Taylor
Shareholder Activism
C Fernandez and R Arrondo
Alternative Internal Controls as Substitutes of the Board of Directors
B Baysinger and R Hoskisson
The Composition of Boards of Directors and Strategic Control
P Stiles and B Taylor
The Strategic Role of the Board
PART SEVEN: MAINTAINING BALANCE: THE ROLE OF THE CHAIR
Sir A Cadbury
The Chairman and the Chief Executive
J W Coles and W Hesterly
Independence of the Chairman and Board Composition
PART EIGHT: THE STRUGGLE FOR INDEPENDENCE: NON-EXECUTIVE DIRECTORS
Z Matolcsy, D Stokes and A Wright
Do Independent Directors Add Value?
J Roberts et al
Beyond Agency Conceptions of the Work of the Non-Executive Director
Editor
Beyond 'Independent' Directors
PART NINE: DEVOLVING POWER: NOMINATION AND SUCCESSION COMMITTEES
J P Guthrie and D Datta
Contextual Influences on Executive Selection
W Ruigrok et al
The Determinants and Effects of Board Nomination Committees
PART TEN: EVALUATING EXECUTIVES: THE REMUNERATION COMMITTEE
M J Conyon and S I Peck
Board Control, Remuneration Committees and Top Management Compensation
R E Wood
How Independent Is Your Compensation Committee?
A R Goobey
Developments in Remuneration Policy
M J Epstein and M-J Roy
Evaluating and Monitoring CEO Performance
PART ELEVEN: INTERNAL CONTROL: THE AUDIT COMMITTEE
L F Spira
Ceremonies of Governance
S Turley and M Zaman
The Corporate Governance Effects of Audit Committees
S C Vera-Munoz
Corporate Governance Reforms
Volume Three
PART TWELVE: AGENCY DILEMMAS
E F Fama
Agency Problems and the Theory of the Firm
J C Coffee Jr
Liquidity versus Control
B Arnold and P de Lange
Enron
J Child and S B Rodrigues
Corporate Governance and New Organizational Forms
PART THIRTEEN: FIRM PERFORMANCE
R Bozec
Board of Directors, Market Discipline and Firm Performance
S T Certo et al
Top Management Teams, Strategy and Financial Performance
PART FOURTEEN: EXECUTIVE COMPENSATION I: CENTRAL CONCERNS
G M Elhagrasey et al
Power and Pay
E Matsumura and J Shin
Corporate Governance Reform and CEO Compensation
M J Conyon
Executive Compensation and Incentives
PART FIFTEEN: EXECUTIVE COMPENSATION II: CURRENT CONTROVERSIES
B S Frey and M Osterloh
Yes, Managers Should Be Paid Like Bureaucrats
Lucian Arye Bebchuk and Jesse M Fried
Pay without Performance
Lucian Arye Bebchuk and Robert J Jackson
Executive Pensions
PART SIXTEEN: CEO POWER
W Ocasio
Political Dynamics and the Circulation of Power
A Bird
Power and the Japanese CEO
G Bigley and M Wieserma
New CEOs and Corporate Strategic Refocusing
R B Adams et al
Powerful CEOs and Their Impact on Corporate Performance
Volume Four
PART SEVENTEEN: THE ENGAGEMENT OF INSTITUTIONAL INVESTORS
G L Clark and T Hebb
Pension Fund Corporate Engagement
M Useem and O S Mitchell
Holders of the Purse Strings
Ryan L Verstegen and B Dennis
The Ethical Undercurrents of Pension Fund Management
A M Clearfield
With Friends Like These, Who Needs Enemies? The Structure of the Investment Industry and Its Reluctance to Exercise Governance Oversight
T Hebb
The Economic Inefficiency of Secrecy
PART EIGHTEEN: THE ACTIVISM OF INSTITUTIONAL INVESTORS
T Seki
Legal Reform and Shareholder Activism by Institutional Investors in Japan
D O Neubaum and S A Zahra
Institutional Ownership and Corporate Social Performance
W T Proffitt and A Spicer
Shaping the Shareholder Activism Agenda
PART NINETEEN: GOVERNANCE AND EMPLOYEES
I Takeshi
From Industrial Relations to Investor Relations? Persistence and Change in Japanese Corporate Governance, Employment Practices and Industrial Relations
M M Blair
Firm-Specific Human Capital and Theories of the Firm
M O'Connor
Labor's Role in the American Corporate Governance Structure
R Goodijk
Corporate Governance and Workers' Participation
T Araki
Corporate Governance Reforms, Labor Law Developments and the Future of Japan's Practice-Dependent Stakeholder Model
PART TWENTY: CORPORATE SOCIAL RESPONSIBILITY
P Redmond
Corporate Social Responsibility
A O'Rourke
A New Politics of Engagement
E Garriga and D Mel[ac]e
Corporate Social Responsibility Theories
A Beltratti
The Complementarity between Corporate Governance and Corporate Social Responsibility
PART TWENTY-ONE: CORPORATE SUSTAINABILITY
D G Cogan
Corporate Governance and Climate Change
N Stern
Framework for Understanding International Collective Action for Climate Change
