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• COVER
• TITLE PAGE
• COPYRIGHT
• DEDICATION
• PREFACE
• THE FIFTH EDITION
• ACKNOWLEDGEMENTS
• PART 1: FRAMEWORKS AND MECHANISMS
• CHAPTER 1: DEFINING CORPORATE GOVERNANCE
• INTRODUCTION
• WHAT IS CORPORATE GOVERNANCE?
• THEORETICAL FRAMEWORKS
• THE EVOLVING FRAMEWORK OF CORPORATE GOVERNANCE
• ACADEMIC RESEARCH: THE FRONTIERS OF CORPORATE GOVERNANCE RESEARCH
• CHAPTER SUMMARY
• QUESTIONS FOR REFLECTION AND DISCUSSION
• NOTES
• CHAPTER 2: THE IMPACT OF CORPORATE GOVERNANCE WEAKNESSES AND FAILURE
• INTRODUCTION
• THE COLLAPSE OF ENRON IN 2001
• THE COLLAPSE OF THE WORLD’S BANKING SECTOR AND GOVERNANCE FAILURE: 2008
• THE COLLAPSE OF CARILLION IN 2018
• AN OVERVIEW OF CARILLION AND ITS ACTIVITIES
• CHAPTER SUMMARY
• QUESTIONS FOR REFLECTION AND DISCUSSION
• NOTES
• CHAPTER 3: CORPORATE GOVERNANCE REFORM
• INTRODUCTION
• THE CADBURY REPORT 1992
• THE GREENBURY REPORT 1995
• THE HAMPEL REPORT 1998
• THE TURNBULL REPORT 1999
• THE HIGGS REPORT 2003
• THE TYSON REPORT 2003
• THE SMITH REPORT 2003
• REVISED GUIDANCE ON AUDIT COMMITTEES 2008
• REDRAFT OF THE COMBINED CODE 2003, REVISED 2006
• INTERNAL CONTROL: REVISED GUIDANCE FOR DIRECTORS ON THE COMBINED CODE 2005
• FURTHER REVISION OF THE COMBINED CODE 2008
• TURNER REVIEW MARCH 2009
• WALKER REVIEW JULY 2009
• THE STEWARDSHIP CODE 2010
• CORPORATE GOVERNANCE CODE 2012
• THE KAY REVIEW
• CORPORATE GOVERNANCE CODE 2016 AND 2018
• THE KINGMAN REVIEW AND THE END OF THE FRC: INTRODUCING THE ARGA
• APPLYING THE CODES OF PRACTICE TO SMALL COMPANIES
• RANKING CORPORATE GOVERNANCE INITIATIVES
• WHY IS GOOD CORPORATE GOVERNANCE IMPORTANT?
• CORPORATE GOVERNANCE AND CORPORATE PERFORMANCE
• CORPORATE GOVERNANCE RATINGS, INDEXES AND LINKS WITH FINANCIAL PERFORMANCE
• CHAPTER SUMMARY
• QUESTIONS FOR REFLECTION AND DISCUSSION
• NOTES
• CHAPTER 4: THE ROLE OF BOARDS IN CORPORATE GOVERNANCE
• INTRODUCTION: ENHANCING BOARD EFFECTIVENESS
• UNITARY AND TWO‐TIER BOARD STRUCTURES
• SPLITTING THE ROLE OF CHAIRMAN AND CHIEF EXECUTIVE
• RESEARCH INTO SPLIT ROLES
• THE ROLE OF NON‐EXECUTIVE DIRECTORS IN CORPORATE GOVERNANCE
• RESEARCH INTO THE ROLE OF NON‐EXECUTIVE DIRECTORS
• EXECUTIVE REMUNERATION
• WHAT ELSE CAN CONTRIBUTE TO BOARD EFFECTIVENESS?
• BRAVE NEW BOARDROOMS? HOW CAN GOVERNANCE AND BOARDS BE REFORMED?
• ADDRESSING THE ETHICAL HEALTH OF BOARDS: FOCUSING ON BOARDROOM CULTURE
• CHAPTER SUMMARY
• QUESTIONS FOR REFLECTION AND DISCUSSION
• NOTES
• CHAPTER 5: THE ROLE OF INSTITUTIONAL INVESTORS IN CORPORATE GOVERNANCE
• INTRODUCTION
• THE ONGOING TRANSFORMATION OF UK INSTITUTIONAL OWNERSHIP
• A COMPLEX WEB OF OWNERSHIP
• CONFLICT AND PENSION FUND TRUSTEES
• THE GROWTH OF INSTITUTIONAL INVESTOR ACTIVISM
• INSTITUTIONAL INVESTOR VOTING
• INSTITUTIONAL INVESTORS: ENGAGEMENT AND DIALOGUE
• CHAPTER SUMMARY
• QUESTIONS FOR REFLECTION AND DISCUSSION
• NOTE
• CHAPTER 6: THE ROLE OF TRANSPARENCY, AUDIT, INTERNAL CONTROL AND RISK MANAGEMENT IN CORPORATE GOVERNANCE
• INTRODUCTION
• TRANSPARENCY AND DISCLOSURE
• CORPORATE GOVERNANCE AND RISK IN THE WAKE OF THE FINANCIAL CRISIS
• TURNBULL, INTERNAL CONTROL: A UK PERSPECTIVE
• SARBANES–OXLEY AND INTERNAL CONTROL: A US PERSPECTIVE
• DODD–FRANK ACT
• SARBANES–OXLEY 17 YEARS LATER
• CHAPTER SUMMARY
• QUESTIONS FOR REFLECTION AND DISCUSSION
• NOTE
• PART 2: GLOBAL CORPORATE GOVERNANCE
• CHAPTER 7: AN INTRODUCTION TO CORPORATE GOVERNANCE SYSTEMS WORLDWIDE
• INTRODUCTION
• CATEGORIZING CORPORATE GOVERNANCE
• FACTORS INFLUENCING CORPORATE GOVERNANCE IN AN INTERNATIONAL CONTEXT
• GLOBAL CONVERGENCE IN CORPORATE GOVERNANCE
• THE OECD PRINCIPLES
• THE EUROPEAN UNION
• THE COMMONWEALTH GUIDELINES
• CORPORATE GOVERNANCE IN THE MIDDLE EAST AND NORTH AFRICA
• ANDEAN CORPORATE GOVERNANCE CODE 2004
• ETHICAL ISSUES IN INTERNATIONAL CORPORATE GOVERNANCE: CONTROLLING BRIBERY AND CORRUPTION
• THE OUTCOME OF CORPORATE GOVERNANCE CONVERGENCE
• COUNTRY STUDIES
• CHAPTER SUMMARY
• QUESTIONS FOR REFLECTION AND DISCUSSION
• CHAPTER 8: A REFERENCE DICTIONARY OF CORPORATE GOVERNANCE SYSTEMS
• ALBANIA
• ARGENTINA
• AUSTRALIA
• BAHRAIN
• BANGLADESH
• BELGIUM
• BOTSWANA
• BRAZIL
• CANADA
• CHILE
• CHINA
• COLOMBIA
• CYPRUS
• CZECH REPUBLIC
• DENMARK
• EGYPT
• ESTONIA
• FINLAND
• FRANCE
• GERMANY
• GHANA
• GREECE
• HONG KONG
• HUNGARY
• ICELAND
• INDIA
• INDONESIA
• IRAQ
• IRELAND
• ITALY
• CASE STUDY ON ITALIAN GOVERNANCE: THE ‘EUROPEAN ENRON’: PARMALAT
• JAMAICA
• JAPAN
• JORDAN
• KENYA
• LATVIA
• LEBANON
• LIBYA
• LITHUANIA
• LUXEMBOURG
• MACEDONIA
• MALAYSIA
• THE NETHERLANDS
• NEW ZEALAND
• NIGERIA
• NORWAY
• OMAN
• PAKISTAN
• PERU
• THE PHILIPPINES
• POLAND
• PORTUGAL
• QATAR
• ROMANIA
• RUSSIA
• SAUDI ARABIA
• SINGAPORE
• SLOVAKIA
• SLOVENIA
• SOUTH AFRICA
• SOUTH KOREA
• SPAIN
• SRI LANKA
• SWEDEN
• SWITZERLAND
• TAIWAN
• THAILAND
• TRINIDAD & TOBAGO
• TUNISIA
• TURKEY
• UGANDA
• UKRAINE
• UNITED STATES
• VENEZUELA
• VIETNAM
• CHAPTER SUMMARY
• QUESTIONS FOR REFLECTION AND DISCUSSION
• PART 3: HOLISTIC GOVERNANCE
• CHAPTER 9: CORPORATE GOVERNANCE AND STAKEHOLDER ACCOUNTABILITY
• INTRODUCTION
• EARLY ROOTS OF CORPORATE SOCIAL RESPONSIBILITY IN THE UK
• FRIEDMAN AND CORPORATE SOCIAL RESPONSIBILITY
• DOES CORPORATE SOCIAL RESPONSIBILITY IMPROVE FINANCIAL PERFORMANCE?
• CORPORATE ENVIRONMENTAL REPORTING
• SUSTAINABILITY AND A STAKEHOLDER PERSPECTIVE
• SUSTAINABILITY REPORTING
• ACCOUNTING FOR BIODIVERSITY, ACCOUNTING FOR BEES, AND EXTINCTION ACCOUNTING
• BEE‐ING BEE‐FRIENDLY AT EVERY LEVEL: WHAT CAN LOCAL COUNCILS AND GARDENERS DO?
• INTEGRATED REPORTING: THE DAWNING OF A NEW REALITY?
• ASSURANCE OF SOCIAL, ENVIRONMENTAL, SUSTAINABILITY AND INTEGRATED REPORTING
• STAKEHOLDER ENGAGEMENT
• SCEPTICISM ABOUT STAKEHOLDER ENGAGEMENT
• A THEORETICAL FRAMEWORK FOR STAKEHOLDER ENGAGEMENT
• GOVERNANCE IN PUBLIC AND THIRD‐SECTOR ORGANIZATIONS
• GOVERNANCE IN THE PUBLIC SECTOR
• THE NOLAN COMMITTEE PRINCIPLES, 1995
• CORPORATE GOVERNANCE IN CENTRAL GOVERNMENT DEPARTMENTS:
• CHAPTER SUMMARY
• WORKSHOP ACTIVITY
• NOTES
• CHAPTER 10: RESPONSIBLE INVESTMENT
• INTRODUCTION
• TERMINOLOGY AND DEFINITIONS
• FROM SEE TO ESG
• FROM ESG TO EAI AND EXTRA FINANCIALS
• UNITED NATIONS PRINCIPLES OF RESPONSIBLE INVESTMENT (UNPRI, NOW PRI)
• THE UK SOCIAL INVESTMENT FORUM, UKSIF
• THE EUROPEAN SOCIAL INVESTMENT FORUM, EUROSIF
• SOME STATISTICS ON RESPONSIBLE INVESTMENT
• RESPONSIBLE INVESTMENT STRATEGIES
• BEST IN SECTOR
• THE FINANCIAL PERFORMANCE OF RESPONSIBLE INVESTMENT
• THE DRIVERS OF RESPONSIBLE INVESTMENT
• A GROWING DEMAND FOR SOCIAL, ETHICAL AND ENVIRONMENTAL DISCLOSURE
• PRIVATE CLIMATE CHANGE REPORTING
• RESPONSIBLE INVESTMENT, POLLINATORS AND SPECIES EXTINCTION
• RESPONSIBLE INVESTMENT AND AN INTEGRATED APPROACH TO INSTITUTIONAL INVESTMENT
• UKSIF REPORT ON PENSIONS AND RESPONSIBLE INVESTMENT
• SOCIALLY RESPONSIBLE INVESTMENT IN AN INTERNATIONAL CONTEXT
• CHAPTER SUMMARY
• QUESTIONS FOR REFLECTION AND DISCUSSION
• NOTES
• CHAPTER 11: FUTURE DIRECTIONS FOR CORPORATE GOVERNANCE AND ACCOUNTABILITY
• THE FUTURE OF INSTITUTIONAL INVESTOR ACTIVISM
• A CONTINUING BROADENING OF THE CORPORATE GOVERNANCE AGENDA: HOLISTIC GOVERNANCE AND STAKEHOLDER ACCOUNTABILITY
• HAS CORPORATE GOVERNANCE REFORM GONE TOO FAR? OR HAS IT GONE FAR ENOUGH?
• REFERENCES
• INDEX
• END USER LICENSE AGREEMENT