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Books on the topic 'Board Governance Effectiveness'

Author: Grafiati

Published: 7 June 2025

Last updated: 2 August 2025

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1

Holland, Thomas P. Measuring board effectiveness: A tool for strengthening your board. National Center for Nonprofit Boards, 2000.

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2

Burstein, Joann Morgan. R3 governance: The essential steps to nonprofit board effectiveness. Nonprofit Board Advisors, 2004.

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3

National Association of Corporate Directors (U.S.). Report of the NACD Blue Ribbon Commission on board evaluation: Improving director effectiveness. National Association of Corporate Directors, 2001.

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4

Canadian Institute of Chartered Accountants. and Canadian Institute of Chartered Accountants. Criteria of Control Board., eds. Preface to guidance issued by the criteria of control board. Canadian Institute of Chartered Accountants, 1995.

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5

Coulson-Thomas, Colin. Creating excellence in the boardroom: A guide to shaping directorial competence and board effectiveness. McGraw-Hill, 1993.

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6

Corporate governance: improving the effectiveness of crown corporation boards (1994 Ottawa, Ont.). Conference proceedings: Corporate governance: improving the effectiveness of crown corporation boards. Minister of Supply and Services, 1995.

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7

Heineman, Benjamin W. High performance with high integrity. Harvard Business Press, 2008.

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8

Heineman, Benjamin W. High performance with high integrity. Harvard Business Press, 2008.

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9

Williamson, David, Onyeka Osuji, Franklin N. Ngwu, and Chris Ogbechie. Enhancing Board Effectiveness. Taylor & Francis Group, 2021.

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10

Descombes, Phung. Board Effectiveness : Address and Eliminate Board Dysfunction: Effective Governance. Independently Published, 2021.

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11

Daggett, Willard R., Thomas L. Alsbury, and Phil Gore. Improving School Board Effectiveness: A Balanced Governance Approach. Harvard Education Publishing Group (HEPG), 2015.

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12

Daggett, Willard R., Thomas L. Alsbury, and Phil Gore. Improving School Board Effectiveness: A Balanced Governance Approach. Harvard Education Publishing Group (HEPG), 2015.

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13

Al-Mamun, Abdullah, and Qaiser Rafique Yasser. Transforming Corporate Governance and Developing Models for Board Effectiveness. IGI Global, 2020.

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14

Al-Mamun, Abdullah, and Qaiser Rafique Yasser. Transforming Corporate Governance and Developing Models for Board Effectiveness. IGI Global, 2020.

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15

Al-Mamun, Abdullah, and Qaiser Rafique Yasser. Transforming Corporate Governance and Developing Models for Board Effectiveness. IGI Global, 2020.

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16

Al-Mamun, Abdullah, and Qaiser Rafique Yasser. Transforming Corporate Governance and Developing Models for Board Effectiveness. IGI Global, 2020.

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17

Al-Mamun, Abdullah, and Qaiser Rafique Yasser. Transforming Corporate Governance and Developing Models for Board Effectiveness. IGI Global, 2020.

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18

Williamson, David, Onyeka Osuji, Franklin N. Ngwu, and Chris Ogbechie. Enhancing Board Effectiveness: Institutional, Regulatory and Functional Perspectives for Developing and Emerging Markets. Taylor & Francis Group, 2019.

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19

Williamson, David, Onyeka Osuji, Franklin N. Ngwu, and Chris Ogbechie. Enhancing Board Effectiveness: Institutional, Regulatory and Functional Perspectives for Developing and Emerging Markets. Taylor & Francis Group, 2019.

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20

Natalie, Lichtenstein. 7 Governance. Oxford University Press, 2018. http://dx.doi.org/10.1093/law/9780198821960.003.0007.

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Chapter 7, Governance, provides an in-depth look at AIIB’s three levels of governance: the Board of Governors, the Board of Directors and the President. The Chapter describes the organization, composition and powers for each level. There is a detailed explanation of the differences and similarities in comparison with the arrangements at other multilateral development banks, and a discussion of how AIIB’s arrangements related to ongoing reforms elsewhere, including the non-resident Board of Directors. Other governance-related functions that form part of AIIB’s governance framework are summarize

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21

Szanton, Peter L. Evaluation and the nonprofit board (NCNB governance series). National Center for Nonprofit Boards, 1998.

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22

Coulson-Thomas, Colin. Creating Excellence in the Boardroom: A Guide to Shaping Directorial Competence and Board Effectiveness (Henley Management Series). McGraw-Hill Companies, 1994.

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23

Coulson-Thomas, Colin. Creating Excellence in the Boardroom: A Guide to Shaping Directorial Competence and Board Effectiveness (Henley Management Series). McGraw-Hill Companies, 1994.

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24

Enhancing Board Effectiveness: Institutional, Regulatory and Functional Perspectives for Developing and Emerging Markets. Taylor & Francis Group, 2019.

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25

Williamson, David, Onyeka Osuji, Franklin N. Ngwu, and Chris Ogbechie. Enhancing Board Effectiveness: Institutional, Regulatory and Functional Perspectives for Developing and Emerging Markets. Taylor & Francis Group, 2019.

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26

Williamson, David, Onyeka Osuji, Franklin N. Ngwu, and Chris Ogbechie. Enhancing Board Effectiveness: Institutional, Regulatory and Functional Perspectives for Developing and Emerging Markets. Taylor & Francis Group, 2019.

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27

Timothy, Spangler. 12 Board of Directors Composition as a Means to Mitigating the Governance Challenge. Oxford University Press, 2018. http://dx.doi.org/10.1093/law/9780198807247.003.0012.

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This chapter explains how the composition of the board of directors can mitigate the governance challenge in private investment funds. The dependence of a private investment fund on the fund manager is a key factor in the governance challenge. Directors of the fund vehicle must ensure that their fiduciary duties are adequately fulfilled, especially in circumstances that put them in direct conflict with the fund manager. The inclusion of directors who are independent of the fund manager can serve to better address the governance challenge for all participants in a particular investment fund. Th

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28

Muller, Marvin. Effectiveness and Remuneration of the Board of Directors. a Critical Analysis of the Corporate Governance Codes in the UK and Germany. GRIN Verlag GmbH, 2016.

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29

Guthrie, Graeme. Caught in the middle. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190641184.003.0014.

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Board effectiveness is crucial in determining the outcome of manager-shareholder conflict, which is why so much of the policy debate surrounding corporate governance involves the extent to which boards are exposed to shareholder pressure. Policymakers are grappling with three key issues. How much are shareholders allowed to know about what is going on inside their firm? To what extent can shareholders determine how a firm is run? Are shareholders allowed to choose their own board? This chapter describes: the evolution over the last quarter century of the SEC’s disclosure rules; the restriction

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30

Guthrie, Graeme. The Firm Divided. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190641184.001.0001.

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This book investigates the conflict between the managers and shareholders of large corporations. Shareholders want managers to act in ways that make their shares as valuable as possible, but managers ultimately want to maximize their own wellbeing. The outcome of manager-shareholder conflict is largely determined by a firm’s board of directors, which engages in a sequence of bargaining games with the firm’s managers. The book presents a conceptual framework for understanding board-manager interactions that is underpinned by decades of academic research into corporate governance. It shows how b

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31

Canals, Jordi. Boards of Directors in Disruptive Times: Improving Corporate Governance Effectiveness. Cambridge University Press, 2022.

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32

Canals, Jordi. Boards of Directors in Disruptive Times: Improving Corporate Governance Effectiveness. Cambridge University Press, 2022.

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33

Boards of Directors in Disruptive Times: Improving Corporate Governance Effectiveness. Cambridge University Press, 2022.

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34

Boards of Directors in Disruptive Times: Improving Corporate Governance Effectiveness. Cambridge University Press, 2022.

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35

Cerbioni, Fabrizio, and Giacomo Boesso. Governance and Strategic Philanthropy in Grant-Making Foundations: How to Improve the Effectiveness of Nonprofit Boards. Palgrave Pivot, 2019.

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36

Langford, Rosemary Teele. Company Directors’ Duties and Conflicts of Interest. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780198813668.001.0001.

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This book contains the most detailed multi-jurisdictional analysis of directors’ conflicts available drawing together relevant case law, codes and statutory regulation from the law applying to directors of companies incorporated under the UK Companies Acts, with extensive reference to the law in Australia, Canada, Hong Kong and New Zealand. The book provides comprehensive analysis of the conflicts faced by directors and includes the important areas of conflicts of interest, conflicts of duties, unauthorised profits, corporate opportunities, multiple directorships, nominee directorships, and co

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