New Living Cases on Corporate Governance.

• Superior document: Management for Professionals Series
• Author: Hilb, Martin.
• Place / Publishing House: Cham : : Springer International Publishing AG,, 2021.; ©2021.
• Year of Publication: 2021
• Edition: 1st ed.
• Language: English
• Series: Management for Professionals Series
• Physical Description: 1 online resource (103 pages)

Table of Contents

New Living Cases on Corporate Governance -- Preface -- Introduction: New Corporate Governance in the Post-Crisis World -- What Is ``New ́́-- Keep It Situational: The Board as Change Agent -- Keep It Strategic: The Board as Value Driver -- A Well-Diversified Board Team -- Well-Diversified Board Teams Consist of Members Representing All Relevant -- A Constructive and Open-Minded Board Team Culture -- An Effective Board Structure -- Shareholder and Stakeholder Measures of Success -- Keep It Integrated: The Board as A Team -- Phase I: Targeted Board Selection -- Phase II: Targeted Board Feedback -- Phase III: Targeted Board Remuneration -- Phase IV: Targeted Board Development -- Keep It Controlled: The Board as Controller -- An Effective Board Tries to Balance Both -- Contents -- Part I: The Board of Directors as a Change Agent -- Family Company Governance Case -- University Governance Case -- 1 What Actually Happened? -- 2 What Can We Learn from This Case? -- Start-Up Investor Governance Case -- NPO Governance Case -- 1 What Are the Main Causes of This Problem? -- 2 What Do You Recommend to Solve This Problem in an Effective Way? -- 3 What Happened in Reality? -- 4 What Are the Most Important Lessons Learned from This Case? -- Part II: The Board of Directors as a Direction Body -- MandA Governance Case -- 1 M-Tec International -- 2 The Conflict(seeFig. 1) -- 3 The Leadership -- 4 Problem Analysis -- Family Company Direction Case -- 1 What Happened in Reality? -- 2 What Can We Learn from This Case? -- University Direction Case -- 1 Definition and Background -- 2 Information on Bahçesehir University -- 3 The University Governance Structure of the Bahçesehir University in Istanbul (BAU Istanbul) -- 4 Questions -- 5 Discussion and Conclusion -- 6 What We Have Learned from This Case -- References -- Board of Directors as a Strategic Sparring Partner.

1 What Happened in Reality? -- 2 Results -- 3 Key Lessons Learned -- Part III: The Board of Directors as an HR Governance Body -- Reward Governance Case -- 1 Target: Resolution -- 2 What Happened in Reality and How Did the Vote Turn Out? -- 3 What Can We Learn from This Case? -- Succession Planning Governance Case -- Owner-CEO Collaboration Case -- 1 The Pros and Cons of an Owner-CEO Combination -- 2 Questions -- 3 What Happened in Reality? -- 4 What Can We Learn from This Case? -- Board-Management Collaboration Case -- 1 Analysis -- 2 Consultantś Advice -- 3 Workshop and Board: Management Resolutions -- Governance of Gender Diversity Case -- 1 What Happened in Reality? -- 2 What Are the Most Important Lessons Learned? -- A Case of Responsible Restructuring as Good Governance -- 1 Saturday Morning: The News -- 2 Saturday Afternoon: The Decision -- 3 Gearing up for Monday: Devising a Solution -- 4 Monday: Game, Set, and Match -- 5 Stepping into the Future: A New Frame of Mind -- Part IV: The Board of Directors as a Controlling Body -- Subsidiary Governance Case -- 1 Original Letter: -- 2 What Happened in Reality? -- Financial Competence on the Board Case -- 1 Situation -- 2 What Happened in Reality? -- 3 Takeaways -- IPO Governance Case -- 17.0 Epilogue -- Fraud Governance Case -- 1 What Happened in Reality? -- 2 What Are the Most Important Lessons Learned from This Case for the Effective Direction and Control of Companies? -- Afterword: Lessons Learned from the Living Cases and from the Global Financial Crisis -- Keep It Situational -- .0 First Lesson -- .0 Second Lesson -- Keep It Strategic -- .0 Third Lesson -- .0 Fourth Lesson -- Keep It Integrated -- .0 Fifth Lesson -- .0 Sixth Lesson -- Keep It Controlled -- .0 Seventh Lesson -- .0 Eighth Lesson -- Conclusion: Search for Sustainability and Common Sense.