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Libros sobre el tema "Companies with board of directors"

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Publicado: 19 de abril de 2025

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1

Partnership, Monks, ed. Board earnings in FTSE 100 companies: A study of board earnings from company annual reports. Saffron Walden: Monks Partnership, 1999.

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2

Ford, Roger H. Boards of directors and the privately owned firm: A guide for owners, officers, and directors. New York: Quorum Books, 1992.

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3

Committee on Corporate Governance of Public Companies in Nigeria. Report of the Committee on Corporate Governance of Public Companies in Nigeria. Lagos, Nigeria?: The Committee, 2003.

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4

McDonald, Dennis. Reprogramming the board: A comprehensive approach to aligning a company's board of directors and management team. [United States]: Aspatore Books, 2006.

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5

L, Ward John. Creating effective boards for private enterprises: Meeting the challenges of continuity and competition. San Francisco: Jossey-Bass Publishers, 1991.

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6

Neville, Mette, Karsten Engsig Sørensen y Hanne Søndergaard Birkmose. Boards of directors in European companies: Reshaping and harmonising their organisation and duties. Alphen aan den Rijn, The Netherlands: Kluwer Law International, 2013.

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7

Tobias, Nikoleyczik y Schult Ludger, eds. Manager liability in Germany: Director liability of members of management and supervisory boards of German companies. München: Verlag C.H. Beck, 2012.

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8

Hamid, Nasser. Directors & the companies act. Petaling Jaya, Selangor Darul Ehsan, Malaysia: Gavel Publications, 2013.

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9

Marwick, KPMG Peat, ed. Directors' compensation in industrial companies. [Montvile, N.J.]: KPMG Peat Marwick, 1988.

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10

Lahlou, Ismail. Corporate Board of Directors. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-05017-7.

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11

Croci, Ettore. The Board of Directors. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-96616-8.

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12

Toth, Bruce A. The board of directors. Washington, D.C: Bureau of National Affairs, 2001.

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13

Board, Conference. Board Committees in European Companies. S.l: s.n, 1986.

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14

Lindgren, Ulf. All above board: Creating the ideal corporate board. New York: Palgrave Macmillan, 2013.

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15

Janis, Riven y Institute of Chartered Secretaries & Administrators in Canada, eds. Understanding your board of directors. [Saint-Nicolas, Québec]: Éditions D.P.R.M., 2009.

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16

National Center for Nonprofit Boards (U.S.), ed. Board development planner: A calendar of nonprofit board initiatives. Washington, DC: National Center for Nonprofit Boards, 2001.

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17

Clemons, Calvin K. The perfect board. 2a ed. Austin, Tex: Ovation Books, 2007.

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18

Clemons, Calvin K. The perfect board. Austin, Tex: Synergy Books, 2005.

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19

Clemons, Calvin K. The perfect board. 2a ed. Austin, Tex: Ovation Books, 2008.

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20

Clemons, Calvin K. The perfect board. 3a ed. Baltimore, MD: Catharis, 2011.

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21

Bridge, David. Companies in difficulty: A guide for directors. London: ICSA Information & Training, 2009.

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22

Bridge, David. Companies in difficulty: A guide for directors. London: ICSA Information & Training, 2009.

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23

House, Companies, ed. Directors and Companies House: Notes for guidance. Cardiff: Companies House, 1995.

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24

House, Companies, ed. Directors and Companies House: Notes for guidance. Cardiff: Companies House, 1993.

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25

Woody, Bette. Women corporate directors and New England companies. Wellesley, MA: Center for Research on Women, Wellesley College, 1995.

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26

Brennan, Niamh. Corporate governance practices in Irish companies. Dublin: University College Dublin, Department of Accountancy, 1997.

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27

Boubaker, Sabri y Duc Khuong Nguyen, eds. Board Directors and Corporate Social Responsibility. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230389304.

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28

Chorafas, Dimitris N. Membership of the Board of Directors. London: Palgrave Macmillan UK, 1988. http://dx.doi.org/10.1007/978-1-349-10182-5.

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29

CUNA & Affiliates. Center for Professional Development., ed. Credit union board of directors handbook. 3a ed. Dubuque, Iowa: Kendall/Hunt Pub., 2000.

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30

Board earnings in FT-SE 100 companies. Saffron Walden: Monks Partnership, 1995.

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31

Boards of Directors in European Companies. Wolters Kluwer Legal & Regulatory U.S., 2013.

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32

French, Derek, Stephen W. Mayson y Christopher L. Ryan. 15. Directors. Oxford University Press, 2016. http://dx.doi.org/10.1093/he/9780198778301.003.0015.

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This chapter explores the role of directors in corporate governance, beginning with a discussion on the principles of corporate governance as set out in the UK Corporate Governance Code. Rules on appointment and removal of a company’s directors are considered next, followed by public disclosure of the names of directors and their work as a board, their remuneration, and their powers of management. The chapter also considers the legal categorisation of directors, whether as fiduciaries, agents, or trustees; the distinction between executive directors and non-executive directors; the relationship between directors and shareholders of public companies; the issue of the separation of ownership and the control of a company; transparency; and general legal principles regarding the board of directors. Relevant legislation such as the Companies Act 2006 and the UK Corporate Governance Code, as well as particularly significant court cases, are mentioned.
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33

French, Derek. 15. Directors. Oxford University Press, 2018. http://dx.doi.org/10.1093/he/9780198815105.003.0015.

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This chapter explores the role of directors in corporate governance, beginning with a discussion of the principles of corporate governance as set out in the UK Corporate Governance Code. Rules on appointment and removal of a company’s directors are considered next, followed by public disclosure of the names of directors and their work as a board, their remuneration and their powers of management. The chapter also considers the legal categorisation of directors, whether as fiduciaries, agents or trustees; the distinction between executive directors and non-executive directors; the relationship between directors and shareholders of public companies; the issue of the separation of ownership and the control of a company; transparency; and general legal principles regarding the board of directors. Relevant legislation such as the Companies Act 2006 and the UK Corporate Governance Code, as well as particularly significant court cases, are mentioned.
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34

Spatola, Mary Frances. Board practices: The structure and compensation of boards of directors at S&P 500 companies. Investor Responsibility Research Center, 1995.

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35

Gupta, Praveen. The Role of Board Members in Venture Capital Backed Companies: Rules, Responsibilities and Motivations of Board Members--From Management & VC Perspectives. Aspatore Books, 2004.

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36

Behan, Beverly. Great Companies Deserve Great Boards: A CEO's Guide to the Boardroom. Palgrave Macmillan, 2011.

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37

Behan, Beverly. Great Companies Deserve Great Boards: A CEO's Guide to the Boardroom. Board Advisor LLC, 2021.

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38

Gallen, Universität St, ed. Corporate governance in China: Roles of the state, the supervisory board and the board of directors in large listed companies. 2006.

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39

Shultz, Susan. Board Book: Making Your Corporate Board a Strategic Force in Your Company's Success. AMACOM/American Management Association, 2005.

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40

Shultz, Susan. The Board Book: Making Your Corporate Board a Strategic Force in Your Company's Success. AMACOM, 2000.

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41

Timothy, Spangler. 7 Governance Issues in Offshore Companies Used as Private Investment Funds. Oxford University Press, 2018. http://dx.doi.org/10.1093/law/9780198807247.003.0007.

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This chapter examines issues of governance arising from the use of offshore companies as private investment funds. Funds established in offshore jurisdictions are often structured as limited companies that issue shares to investors. Governance issues can arise in offshore companies when voting rights are separated from economic participation. The chapter first considers the role of the board of directors in private investment funds before discussing taxation issues affecting offshore companies used as private investment funds in the UK and in the United States. It then explains the duties of directors under Cayman Islands law, including fiduciary duty, duty of care, diligence, and skill, and duty of confidentiality. It also describes the composition of the board of directors, its meetings, relationship with the fund manager, and responsibility for approval of fund documentation.
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42

Zarzad W Spokach Kapitaowych: Ze Szczegolnym Uwzglednieniem Ograniczen Kompetencji Czonkow Zarzadu. Kantor Wydawniczy Zakamycze, 2004.

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43

Markey, Raymond, Nicola Balnave y Greg Patmore. Worker Directors and Worker Ownership/Cooperatives. Editado por Adrian Wilkinson, Paul J. Gollan, Mick Marchington y David Lewin. Oxford University Press, 2010. http://dx.doi.org/10.1093/oxfordhb/9780199207268.003.0010.

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Employee participation in organizational decision making at the strategic management level is manifested in two main ways: first, employee representatives sitting alongside shareholder representatives on the boards of public companies and state-owned enterprises; and second, producer cooperatives in which the workers own the organization. Producer cooperatives are also likely to have extensive employee representation on their boards. However, the two forms of participation fundamentally differ. Employee representation on the boards of public companies and state-owned enterprises constitutes employee participation as employees, in common with the other forms of participation examined here. Producer cooperatives owned by the employees constitutes participation as owners. This article separately examines these two approaches to employee participation in organizational decision making at the strategic management level. It then analyses the incidence and effectiveness of each form of participation. The article concludes with general observations about the comparative viability and basis for each form.
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44

Altenburg, Riccardo. Determinants of Roles and Responsibilities of Boards of Directors in Subsidiary Companies. GRIN Verlag GmbH, 2013.

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45

Belcredi, Massimo y Guido Ferrarini. Boards and Shareholders in European Listed Companies. Cambridge University Press, 2013.

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46

Gandossy, Robert y Marc Effron. Leading the Way: Three Truths from the Top Companies for Leaders. Wiley & Sons, Incorporated, John, 2004.

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47

Gandossy, Robert y Marc Effron. Leading the Way: Three Truths from the Top Companies for Leaders. Wiley & Sons, Incorporated, John, 2008.

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48

Douglas W, Arner, Hsu Berry FC, Goo Say H, Johnstone Syren, Lejot Paul y Tse Maurice Kwong-Sang. Part IV Financial Market Conduct and Misconduct, 10 Corporate Governance. Oxford University Press, 2016. http://dx.doi.org/10.1093/law/9780198706472.003.0010.

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This chapter addresses corporate governance in Hong Kong. The chapter reviews the ways in which a company’s management is regulated in Hong Kong at common law and equity, by statutory legislation, by the company’s constitutional document (the articles), and by regulatory rules. Such a framework addresses issues such as board structure and operation, the personal interests of directors, dealings between the company and directors, limiting the power of directors, disclosure of information, and the question of when shareholders should be involved in decisions of the board. The chapter shows that due to the domination of companies in Hong Kong by either families or state-owned companies from mainland China, Hong Kong companies have the typical agency problem we see in the United States and the United Kingdom, namely weak performance by the managers, and also suffer from the misappropriation of corporate assets through connected or related party transactions.
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49

Ward, Ralph D. The New Boardroom Leaders. Greenwood Publishing Group, Inc., 2008. http://dx.doi.org/10.5040/9798400690754.

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For generations, the cozy, standard model of boardroom leadership was simple: The CEO was also Chairman of the Board, and directors rubberstamped his initiatives. The 2002 Sarbanes-Oxley Act forced radical change on all U.S. public corporations: The board must now hold sessions without management, key committees have tough new independence rules, and all board members now face an unavoidable legal responsibility to provide truly independent oversight of the corporation. Missteps can put companies and individual directors in serious legal danger. The result is an urgent demand that corporate boards develop their own confident, independent leaders from within. But how? That's something that governance expert Ralph Ward, in The New Boardroom Leaders, explains in detail. Until now, no one has tracked and compiled answers to new, basic governance questions. What should a lead director's job description include? Why is a separate chair not necessarily an independent chair? How do you shape an agenda for meetings of independent directors? How do CEOs and the new board leaders divide their roles? How much power should a separate board leader really have? This book answers these questions and more. Companies are scrambling to create new procedures and roles. But there are few job descriptions for these new boardroom leaders—something this book provides, as well as a wealth of insights and tips. The New Boardroom Leaders offers the first inside look at how board leaders actually do their jobs, based on extensive interviews and research. The emphasis will be on practical advice from real board leaders on what worked in their boardrooms, what didn't, and what they expect in the future. It will become a longtime, worthy guide for board members in the new world brought on by Sarbanes-Oxley and the quest for ever-better, and strictly ethical, corporate performance.
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50

Sikka, Prem. Corporate Governance and Family-owned Companies. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198805274.003.0005.

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It is often claimed that the ownership structure and the close involvement of family members alleviates agency problems and gives them a long-term orientation compared to a corporation with dispersed shareholding and control. Through a case study relating to the demise of BHS, one of the biggest UK retailers, the chapter probes these claims. BHS was an epitome of shareholder capitalism. It was owned and controlled by Sir Philip Green and his family. The control enabled the Green family to extract large amounts of cash from BHS through dividends and complex intragroup transactions, with virtually no questions from board members, regulators or auditors. The flawed corporate governance of BHS inflicted considerable hardship on other stakeholders. The demise of BHS should encourage reflections on the claims (agency theory) that an alignment of the interests of shareholders and directors somehow leads to better governance and socially responsible management.
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