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.