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Books on the topic 'Corporate governance ; Board duties'

Author: Grafiati

Published: 4 June 2021

Last updated: 4 February 2022

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1

Neville, Mette, Karsten Engsig Sørensen, and 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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2

Sulaiman, Aiman Nariman Mohd. Directors' duties and corporate governance. Petaling Jaya, Selangor, Malaysia: Sweet & Maxwell Asia, 2001.

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3

Hilb, Martin. New Corporate Governance: Successful Board Management Tools. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012.

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4

New corporate governance: Successful board management tools. Berlin: Springer-Verlag, 2005.

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5

Saving the Corporate Board. New York: John Wiley & Sons, Ltd., 2003.

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6

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

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7

Tukur, Garba, and Mikailu Aminu S, eds. Board independence and firm financial performance: Evidence from Nigeria. Nairobi: African Economic Research Consortium, 2011.

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8

L, Bromilow Catherine, PricewaterhouseCoopers LLP, and Institute of Internal Auditors. Research Foundation., eds. Corporate governance and the board-- what works best. Altamonte Springs, Fla: Institute of Internal Auditors Research Foundation, 2000.

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9

Scotland, Commission for Local Authorities Accounts in. All above board: Corporate governance in the NHS. Edinburgh: Accounts Commission for Scotland, 1996.

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10

Board of directors corporate governance: Lapdog or watchdog? Leesburg, VA: Wycliff Pub., Inc., 2007.

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11

Ward, Ralph D. 21st century corporate board. New York: John Wiley & Sons, 1997.

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12

Strategies for board leadership. San Francisco, Calif: Jossey-Bass, 1997.

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13

Organisation for Economic Co-operation and Development. Secretary-General. Board practices: Incentives and governing risks. Paris: OECD, 2011.

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14

Jennings, Marianne. The board of directors: 25 keys to corporate governance. New York: Lebhar-Friedman Books, 1999.

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15

Brancato, Carolyn Kay. Corporate governance handbook 2007: Legal standards and board practices. New York, NY: Conference Board, 2007.

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16

Lakey, Berit M. Board fundamentals: Understanding roles in nonprofit governance. 2nd ed. Washington, DC: BoardSource, 2010.

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17

Carver, John. Reinventing Your Board. New York: John Wiley & Sons, Ltd., 2006.

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18

Chairing The Board. London: Kogan Page Publishers, 2007.

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19

Leslie, Kosmin, ed. Directors' duties. Bristol: Jordans, 2009.

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20

Keay, Andrew R. Directors' duties. Edited by Kosmin Leslie. Bristol: Jordans, 2009.

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21

Berenbeim, Ronald. Ethics issues and programs: The role of the board. [New York]: The Conference Board, 2011.

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22

J, Savage Thomas. Seven steps to a more effective board. [S.l.]: National Press Publications, 1994.

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23

Ian, Tricker R., ed. Essentials for board directors: An A-Z guide. 2nd ed. New York: Bloomberg Press, 2009.

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24

Carver, John. Your roles and responsibilities as a board member. San Francisco: Jossey-Bass, 1996.

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25

Mahony, Pat. How to do board evaluations. Claremont, South Africa: Juta, 2012.

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26

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

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27

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

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28

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

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29

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

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30

Brown, Jim. The Imperfect Board Member. New York: John Wiley & Sons, Ltd., 2007.

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31

The role of board members in venture-backed companies. [Boston, Mass.]: Aspatore Books, 2004.

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32

Stafford, Andrew. Fiduciary duties: Directors and employees. Bristol: Jordan Publishing Ltd., 2008.

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33

Balasubramanian, N. Board interlocks and their impact on corporate governance: The Indian experience coping with corporate cholesterol. Ahmedabad: Indian Institute of Management, 2011.

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34

Balasubramanian, N. Coping with corporate cholesterol board interlocks and their impact on corporate governance the Indian experience. Bangalore: Indian Institute of Management Bangalore, 2011.

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35

Centre, Boardroom. Non-executive directors: Their role and duties in the field of corporate governance. [Dublin: the Boardroom Centre, 1992.

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36

Library of Congress. Congressional Research Service, ed. Duties and responsibilities of members of a corporation's board of directors. Washington, D.C: Congressional Research Service, Library of Congress, 1987.

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37

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 conflicts involving stakeholders’ interests. Difficult aspects of these topics are analysed with reference to the laws of a range of common law jurisdictions. The extensive multi-jurisdictional analysis allows solutions to be presented in relation to difficult legal issues and enables clarification of the legal approach. In addition to detailed coverage and analysis of general law duties, the specific statutory duties are outlined and analysed including those concerning related party transactions. The UK Corporate Governance Code, and Guidance on Board Effectiveness, issued by the FRC in July 2018 are covered extensively. The book provides detail on fiduciary theory, the reach of the term ‘director’, consequences of a breach, remedies, authorisation and the role of disclosure. It also contains a detailed table of key cases concerning corporate opportunities which includes the pertinent facts, whether there was a breach of directors’ duties, and a summary of the important factors in the decision made. The cases are featured in order from instances representing clear breach to those in which no breach was found. The book is significant in its thorough coverage of general law and statutory duties relating to conflicts, and its clarification of the scope and application of currently complex and uncertain duties. It provides clear guidance to academics, practitioners, directors and regulators in each of the jurisdictions on the regulation of conflicts of interest and the implementation of good regulatory practice. This is a key reference work on this important and dynamic area of company law which provides careful analysis of the law set in a practical context.

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38

Levillain, Kevin, Simon Parker, Rory Ridley-Duff, Blanche Segrestin, Jeroen Veldman, and Hugh Willmott. Protecting Long-term Commitment. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198805274.003.0003.

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Growing attention is being paid to the benefits of considering the long-term interests of multiple constituencies in corporate governance. A theory of the corporation where fiduciary duties of directors point to the legal entity and not to its shareholders goes beyond a pure prioritization of shareholders’ interests. However, the notion that board members mediate the interests of all constituencies fails to account for a ‘positive’ conception of corporate purpose and underlying asymmetries in allocations of rights between stakeholders. Addressing corporate governance as a fundamentally ‘open’ model for organizational structuring, we engage with a variety of legal mechanisms that can be used to implement and protect a positive purpose for the modern corporation and to protect the conditions of credible commitment to manage the company for the interest of corporate constituencies, to commit the corporation to a social or environmental purpose and to take into account multiple time-horizons.

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39

Board Accountability in Corporate Governance. Taylor & Francis Group, 2017.

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40

Keay, Andrew. Board Accountability in Corporate Governance. Taylor & Francis Group, 2015.

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41

Corporate Duties to the Public. Cambridge University Press, 2019.

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42

Hilb, Martin. New Corporate Governance: Successful Board Management Tools. Springer, 2010.

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43

Hilb, Martin. New Corporate Governance: Successful Board Management Tools. 2nd ed. Springer, 2006.

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44

Hilb, Martin. New Corporate Governance: Successful Board Management Tools. Springer, 2004.

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45

Hilb, Martin. New Corporate Governance: Successful Board Management Tools. Springer, 2014.

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46

Hilb, Martin. New Corporate Governance: Successful Board Management Tools. Springer, 2016.

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47

Barker, Roger, and Neville Bain. Effective Board: Building Individual and Board Success. Kogan Page, Limited, 2010.

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48

D, William D. Brown; Ph. Board of Directors Corporate Governance - Lapdog or Watchdog? Wycliff Publishing Co., Inc., 2007.

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49

Aarti, Anhal, RAND Europe, and Information Assurance Advisory Council, eds. Engaging the board: Corporate governance and information assurance. Santa Monica, CA: RAND, 2003.

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50

Huse, Morten. Value Creating Board: Corporate Governance and Organizational Behaviour. Taylor & Francis Group, 2010.

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