Enhancing Board Effectiveness seeks to examine the conceptualization and role of the board in a variety of contexts and articulate solutions for improving the effectiveness of the board, especially in developing and emerging markets. Enhancing Board Effectiveness with therefore address the following central questions:
- To what extent is the concept and role of the board evolving?
- What rights, powers, responsibilities and other contemporary and historical experiences can enhance the effectiveness of the board, especially in the particular contexts of developing and emerging markets?
- What socio-economic, political, regulatory and institutional factors/actors influence the effectiveness of the board and how can the policies and practices of such actors exert such influences?
- In what ways can a reconstructed concept of the board serve as a tool for theoretical, analytical, regulatory and pragmatic assessment of its effectiveness?
In examining this issues, Enhancing Board Effectiveness will investigate theoretical, socio-economic, historical, empirical, regulatory, comparative and inter-disciplinary approaches. Academics in the relevant fields of accounting, behavioural psychology/economics, development studies, financial regulation, law and management/organizational studies, political economy and, public administration will find this book of high interest.
Table of contents
- Half Title
- Series Page
- 1 Introduction: Enhancing Board Effectiveness: Institutional, Regulatory, and Functional Perspectives for Developing and Emerging Markets
PART I Board of Directors, Effectiveness, and Corporate Governance
- 2 Principles of Corporate Governance and Effective Boards
- 3 Codes for Boards of Directors: A Law and Morality and Organisational Differences Perspective
- 4 The Nature of Boards in Developing and Emerging Markets
- 5 Corporate Governance and Business Growth: Evidence From China
- 6 Board Effectiveness: Do Committees Really Matter? Evidence From Turkey
- 7 Individualism in Boards or Directors: Why Good Board Members Make Bad Decisions
- 8 Tone at the Top, Organizational Culture and Board Effectiveness
PART II Institutions, Regulations, and Corporate Governance
- 9 Institutions and Board Effectiveness: Any Link? The United Kingdom, United States and Nigeria in Perspective
- 10 Club Theory and Directors’ Performance Evaluation
- 11 Corporate Governance Codes for Public Sector, Private Sector and Not-for-Profit Boards: Varied Rules and Structure or One Size Fits All
- 12 Reporting by the Companies: Development and Challenges
- 13 Director’s Selection, On-Boarding and Disqualification Process
- 14 Directors’ Duties and Accountability, Personal Liability and Lifting the Veil of Incorporation
- 15 Money Laundering, Tax Havens and Transparency: Any Role for the Board of Directors of Banks?
- 16 The Journey to Board Effectiveness: The Case of Indonesia
PART III Issues in Improving the Functional Effectiveness of the Board
- 17 Board Roles in Business Groups and Multinational Enterprises in Emerging Markets
- 18 The Board in the Financial and Social Performance of Firms
- 19 Director Remuneration in Developing and Emerging Markets (DEMs): Issues, Challenges and Prospects
- 20 Board Composition and Diversity in Developing and Emerging Markets
- 21 Shareholders and Institutional Investment
- 22 Board Effectiveness and Regulation: Explaining the Deficit
- 23 Effective Boards in Developing and Emerging Markets: Looking Ahead
- List of Contributors
- Title: Enhancing Board Effectiveness
- Release date: March 2019
- Publisher(s): Routledge
- ISBN: 9781351689052
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