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• 1 THE SCOPE AND NATURE OF CORPORATE GOVERNANCE
• LEARNING OBJECTIVES
• INTRODUCTION
• THE DEFINITION AND SCOPE OF CORPORATE GOVERNANCE
• CORPORATE GOVERNANCE SYSTEMS
• ARE GOVERNANCE SYSTEMS CONVERGING?
• PLAN OF THE BOOK
• CONCLUSION
• KEY POINTS
• CASE STUDY: Measuring the strength of corporate governance
• Case-study questions
• REVISION QUESTIONS
• REFERENCES
• SUGGESTIONS FOR FURTHER READING
• 2 OWNERSHIP
• LEARNING OBJECTIVES
• INTRODUCTION
• THE RIGHTS AND RESPONSIBILITIES OF SHAREHOLDERS
• OWNERSHIP AND CONTROL
• SHAREHOLDING PATTERNS AROUND THE WORLD
• SHAREHOLDERS’ MOTIVATION
• CONCLUSION
• KEY POINTS
• CASE STUDY: L’Oréal: You’re worth it, at least to Nestlé
• CASE-STUDY QUESTIONS
• REVISION QUESTIONS
• REFERENCES
• SUGGESTIONS FOR FURTHER READING
• 3 THE BOARD OF DIRECTORS
• LEARNING OBJECTIVES
• INTRODUCTION
• A BRIEF HISTORY OF BOARDS
• STEWARDSHIP THEORY
• LAW AND THE BOARD – THE UK CASE
• THE ROLE OF THE BOARD
• UNITARY VERSUS DUAL BOARDS
• THE CHIEF EXECUTIVE OFFICER AND CHAIR OF THE BOARD
• INDEPENDENT DIRECTORS
• BOARD SUBCOMMITTEES
• BOARD EVALUATION
• CONCLUSION
• KEY POINTS
• CASE STUDY: He’s more than just a CEO, he’s Marks and Spencer’s Chairman of the Board – Sir
• CASE-STUDY QUESTIONS
• REVISION QUESTIONS
• REFERENCES
• SUGGESTIONS FOR FURTHER READING
• 4 STAKEHOLDERS
• LEARNING OBJECTIVES
• INTRODUCTION
• THEORETICAL BACKGROUND
• KEY STAKEHOLDING GROUPS
• CONCLUSION
• KEY POINTS
• CASE STUDY: Supply-chain management and the real cost of fashion at Primark
• CASE-STUDY QUESTIONS
• REVISION QUESTIONS
• REFERENCES
• SUGGESTIONS FOR FURTHER READING
• 5 REMUNERATION
• LEARNING OBJECTIVES
• INTRODUCTION
• THEORETICAL APPROACHES TO MOTIVATION AND REMUNERATION
• REMUNERATION IN PRACTICE
• CONCLUSION
• KEY POINTS
• CASE STUDY: Telstra: A wake-up call for a telecommunications company
• REVISION QUESTIONS
• REFERENCES
• SUGGESTIONS FOR FURTHER READING
• 6 THE MARKET FOR CORPORATE CONTROL
• LEARNING OBJECTIVES
• INTRODUCTION
• CORPORATE UNDERPERFORMANCE AND SHAREHOLDER CHOICE
• THE MERGER MARKET
• HOSTILE TAKEOVERS
• PRIVATE EQUITY
• CONCLUSION
• KEY POINTS
• CASE STUDY: Bull-Dog Sauce: How to leave a nasty taste in the mouth of a potential acquirer
• CASE-STUDY QUESTIONS
• REVISION QUESTIONS
• REFERENCES
• SUGGESTIONS FOR FURTHER READING
• 7 REGULATION
• LEARNING OBJECTIVES
• INTRODUCTION
• CODES OF CORPORATE GOVERNANCE
• THE SARBANES–OXLEY ACT
• CONCLUSION
• KEY POINTS
• CASE STUDY: Richard Scrushy and the accountability of the CEO under the Sarbanes–Oxley Act 2002
• CASE-STUDY QUESTIONS
• REVISION QUESTIONS
• REFERENCES
• SUGGESTIONS FOR FURTHER READING
• 8 COMMUNICATION AND DISCLOSURE
• LEARNING OBJECTIVES
• INTRODUCTION
• COMMUNICATION WITH SHAREHOLDERS
• COMMUNICATION WITH STAKEHOLDERS
• CONCLUSION
• KEY POINTS
• CASE STUDY: Satyam Computer Services Ltd: The search for truth in corporater eporting
• CASE-STUDY QUESTIONS
• REVISION QUESTIONS
• REFERENCES
• SUGGESTIONS FOR FURTHER READING
• 9 CORPORATE GOVERNANCE IN EMERGING MARKETS
• LEARNING OBJECTIVES
• INTRODUCTION
• ECONOMIC PROBLEMS IN EMERGING MARKETS
• INTERNATIONAL ORGANISATIONS AND CORPORATE GOVERNANCE
• THE BENEFITS OF IMPROVED CORPORATE GOVERNANCE
• CONCLUSION
• KEY POINTS
• CASE STUDY: Natura and Brazil’s Novo Mercado show how governance can be improved through partnersh
• CASE-STUDY QUESTIONS
• REVISION QUESTIONS
• REFERENCES
• SUGGESTIONS FOR FURTHER READING
• 10 CONCLUSION
• LEARNING OBJECTIVES
• INTRODUCTION
• THE THEORY BEHIND CORPORATE GOVERNANCE
• DEVELOPMENTS IN PRACTICE
• EMPIRICAL ISSUES
• CONCLUSION
• REFERENCES
• SUGGESTIONS FOR FURTHER READING
• NOTES
• GLOSSARY
• INDEX