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1

1930-, Simon William L., ed. Driving digital: Microsoft and its customers speak about thriving in the e-business era. New York, NY: HarperBusiness, 2001.

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2

Coyle, Brian. Corporate credit analysis. Canterbury: CIB Publishing, 2000.

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3

Bogue, Marcus C. Corporate strategic analysis. New York: Free Press, 1986.

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4

J, Fabozzi Frank, ed. Corporate bond portfolio management. New York: J. Wiley & Sons, 2002.

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5

John, Bilardello, ed. Fundamentals of corporate credit analysis. New York: McGraw-Hill, 2005.

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6

1942-, Petty J. William, and Wallace James S, eds. Value based management with corporate social responsibility. 2nd ed. New York: Oxford University Press, 2009.

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7

Data envelopment analysis and its applications to management. Newcastle upon Tyne: Cambridge Scholars Publishing, 2012.

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8

J, De Marle David, ed. Value, its measurement, design, and management. New York: Wiley, 1992.

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9

Participative management: An analysis of its effect on productivity. New York: Garland Pub., 1997.

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10

The analysis of credit: Foundations and development of corporate credit assessment. London: McGraw-Hill, 1987.

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11

Bathory, Alexander. The analysis of credit: Foundations and development of corporate credit assessment. London: McGraw-Hill, 1987.

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12

Organization theory and its application. New York: Routledge, 2012.

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13

Rickards, Tudor. Culture and its consequences for creativity and innovation management. Manchester: Manchester Business School, 1993.

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14

Rickards, Tudor. Culture and its consequences for creativity and innovation management. Manchester: Manchester Business School, 1993.

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15

Segev, Eli. Navigating by COMPASS: Corporate matrix portfolio analysis support system. London: International Thomson Pub., 1995.

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16

Shuma, Godfred J. Boat harbour development at Anibare: Assessment and management of its environment. Port Vila, Vanuatu: United Nations, Economic and Social Commission for Asia and the Pacific, Pacific Operations Centre, 1999.

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17

Cavallo, Eduardo A. The determinants of corporate risk in emerging markets: An option-adjusted spread analysis. [Washington, D.C.]: International Monetary Fund, Research Dept., 2007.

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18

Wilkes, F. M. Company finance and its management: Principles, practice problems, solutions. Wokingham: Van Nostrand Reinhold, 1986.

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19

Corporate flexibility: A comparative analysis of small firms in Northern Ireland and Massachusetts. Aldershot, Hants: Avebury, 1997.

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20

E, Malin Margot, ed. Personnel policies for engineers and scientists: An analysis of major corporate practice. Philadelphia, Pa., U.S.A: Industrial Research Unit, Wharton School, University of Pennsylvania, 1985.

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21

McCabe, Douglas M. Corporate nonunion complaint procedures and systems: A strategic human resources management analysis. New York: Praeger, 1988.

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22

Hansen, Erik G. Responsible Leadership Systems: An Empirical Analysis of Integrating Corporate Responsibility into Leadership Systems. Wiesbaden: Gabler Verlag / GWV Fachverlage GmbH, Wiesbaden, 2010.

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23

Rauh, Joshua. Risk shifting versus risk management: Investment policy in corporate pension plans. Cambridge, MA: National Bureau of Economic Research, 2007.

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24

Rauh, Joshua. Risk shifting versus risk management: Investment policy in corporate pension plans. Cambridge, Mass: National Bureau of Economic Research, 2007.

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25

Kamieniecki, Sheldon. Corporate America and environmental policy: How often does business get its way? Stanford, CA: Stanford Law and Politics, 2006.

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26

Corporate America and environmental policy: How often does business get its way? Stanford, Calif: Stanford University Press, 2006.

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27

Hart, Oliver D. Debt and seniority: An analysis of the role of hard claims in constraining management. Cambridge, MA: National Bureau of Economic Research, 1994.

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28

The systems approach to problem solving: From corporate markets to national missions. New York: Praeger, 1989.

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29

Kudō, Akira. Japan's technology transfer and corporate management: An analysis from the standpoint of business history. Tokyo, Japan: University of Tokyo, Institute of Social Science, 1996.

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30

Kudo, Akira. Japan's technology transfer and corporate management: An analysis from the standpoint of business history. Tokyo: University of Tokyo, Institute of Social Science, 1996.

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31

Olve, Nils-Göran. Appropriate corporate scope: The concept and its consequences for management : (Introductory chapter for EIASM volume on "scope"). Brussels: European Institute For Advanced Studies in Management, 1987.

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32

Ito, Hiroyuki. Organizational culture and organizational heuristics: A preliminary analysis on Japanese top management. Shiga, Japan: Shiga University, Faculty of Economics, 1993.

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33

Levis, Albert. Conflict analysis: The formal theory of behavior : a theory and its experimental validation. Manchester Village, Vt: Normative Publications, 1988.

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34

Hvostova, Irina, Aleksey Makarov, and Aleksandr Larin. Non-financial factors in the formation of the company's financial policy: composition, structure, relationships. ru: INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/1080130.

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When implementing the financial policy of the Corporation, the object of attention of owners and managers is increasingly becoming non-financial indicators of the development of modern companies, such as corporate governance characteristics, socio-economic and environmental indicators. Without denying the need to calculate and analyze financial and economic criteria for evaluating the effectiveness of financial policy, the authors of the monograph describe and systematize the composition and structure of non-financial factors of financial policy, based on the theory of Agency relations and the concept of sustainable development. Along with the theoretical analysis of non-financial factors of financial policy formation, the monograph presents the results of their empirical analysis for emerging markets, as well as an empirical analysis of trends in the use of non-financial indicators in modern corporate Finance research. It is intended for a wide range of readers, including researchers, practitioners, postgraduates, applicants and students studying in the fields of "Economics", "Management".
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35

El-Homsi, Anwar. Corporate sigma: Optimizing the health of your company with systems thinking. New York: Productivity Press, 2010.

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36

El-Homsi, Anwar. Corporate sigma: Optimizing the health of your company with systems thinking. New York: Productivity Press, 2010.

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37

1956-, Slutsky Jeff, ed. Corporate sigma: Optimizing the health of your company with systems thinking. New York: Productivity Press, 2010.

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38

Hitchins, Russell Justin. A disequilibrium analysis of foreign exchange market efficiency and the corporate treasury: An eclectic theory approach. Dublin: University College Dublin, 1992.

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39

Forbidden fruit: An analysis of bootlegging, uncertainty, and learning in corporate R&D. Aldershot, Hants, England: Avebury, 1996.

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40

Cabannes, Yves. Participatory budgeting: Conceptual framework and analysis of its contribution to urban governance and the millennium development goals : concept paper. Quito, Ecuador: Urban Management Programme, UN-Habitat, 2004.

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41

Elfenbein, Dan. Links and hyperlinks: An empirical analysis of Internet portal alliances, 1995-1999. Cambridge, MA: National Bureau of Economic Research, 2001.

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42

Michael, Lower. Employee participation in governance: A legal and ethical analysis. New York: Cambridge University Press, 2010.

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43

Roy, Woodhead, ed. Stimulating innovation in products and services: Function analysis and function mapping. Hoboken, NJ: John Wiley & Sons, 2006.

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44

Lien, Kathy. Millionaire traders: How everyday people are beating Wall Street at its own game. Hoboken, N.J: Wiley, 2007.

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45

Roe, Mark J., and Massimiliano Vatiero. Corporate Governance and Its Political Economy. Edited by Jeffrey N. Gordon and Wolf-Georg Ringe. Oxford University Press, 2018. http://dx.doi.org/10.1093/oxfordhb/9780198743682.013.50.

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In this chapter, we analyze three instances that illustrate the political economy of corporate governance. First, we examine how the politics of organizing financial institutions affects, and often determines, the flow of capital into the large firm, thereby affecting, and often determining, the power and authority of shareholder-owners. Second, we show how continental European nations have been slow in developing diffusely owned public firms in the years after World War II. The third political economy example deals with management in diffusely owned firms. The chapter also looks at the historical organization of capital ownership in the United States, noting how the country’s fragmented financial system limited the institutional blockholders and increased managerial autonomy over the years. Finally, it discusses the power of labor in postwar Europe, political explanations for the continuing power of the American executive and the board in recent decades, other political economy channels for corporate governance, and the limits of a political economy analysis.
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46

Schizer, David M. Tax and Corporate Governance. Edited by Jeffrey N. Gordon and Wolf-Georg Ringe. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780198743682.013.47.

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This chapter examines the influence of tax on managerial agency costs, with particular emphasis on public companies in the United States. Focusing on “C-corporations,” this chapter first considers why tax is an imperfect vehicle for mitigating managerial agency costs. It then discusses how tax influences the compensation of managers, both in ways policy makers intended, and in ways they did not. The chapter also considers how tax affects management decisions about capital structure, hedging, and acquisitions. In addition, this chapter explores the tax system’s influence on the ability and incentives of shareholders to monitor management. This chapter then concludes with an analysis of how the tax system itself monitors managers.
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47

McDowell, Robert L., and William L. Simon. Driving Digital: Microsoft and Its Customers Speak About Thriving in the E-Business Era. HarperBusiness, 2001.

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48

McDowell, Robert L., and William L. Simon. Driving Digital: Microsoft and Its Customers Speak About Thriving in the E-Business Era. HarperBusiness, 2001.

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49

Fleischer, Holger. Comparative Corporate Governance in Closely Held Corporations. Edited by Jeffrey N. Gordon and Wolf-Georg Ringe. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780198743682.013.5.

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This chapter examines issues relating to corporate governance in closely held corporations. It begins by describing the typical characteristics of closely held corporations, with particular emphasis on shareholder involvement in management, number of shareholders, share transfers, market for shares, and the broad spectrum of shareholders and applications. It then considers common governance issues and conflicts in closely held corporations and proceeds with a discussion of the governance framework for such corporations consisting of company law, model articles, articles of association, shareholder agreements, and corporate governance guidelines. It also explores the internal governance and management of closely held corporations, the governance of share transfer restrictions, and provisions for shareholder withdrawal and expulsion. The chapter concludes with an analysis of shareholder conflicts, especially oppression by majority shareholders and ex-post opportunism by minority shareholders, and how they are governed in closely held corporations.
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50

Björkman, Ingmar, Mats Ehrnrooth, Kristiina Mäkelä, Adam Smale, and Jennie Sumelius. Talent Management in Multinational Corporations. Edited by David G. Collings, Kamel Mellahi, and Wayne F. Cascio. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198758273.013.16.

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The focus of the chapter is on the practices used by multinational corporations (MNCs) to manage employees defined as “talent.” We examine the content of corporate practices, the actors involved in carrying out these practices and the roles they are playing, and the effects of these practices on outcomes at different levels of analysis. Efforts are made to identify promising ways to enhance our knowledge of talent management in the context of MNCs. By way of an illustration of the kinds of issues covered, we present the talent-management practices of one MNC in particular, the Finland-based elevator and escalator company KONE.
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