Corporate GovernanceIn the wake of the recent global financial collapse the timely new edition of this successful text provides students and business professionals with a welcome update of the key issues facing managers, boards of directors, investors, and shareholders. In addition to its authoritative overview of the history, the myth and the reality of corporate governance, this new edition has been updated to include:
Once again in the new edition of their textbook, Robert A. G. Monks and Nell Minow show clearly the role of corporate governance in making sure the right questions are asked and the necessary checks and balances in place to protect the long-term, sustainable value of the enterprise. Features 18 case studies of institutions and corporations in crisis, and analyses the reasons for their fall (Cases include Lehman Brothers, General Motors, American Express, Time Warner, IBM and Premier Oil.) |
Contents
Introduction 1 | 1 |
What is a Corporation? 3569 | 3 |
Wrigley 1968 Corporate Crime and Punishment 15 21 | 15 |
A UK Attempt to Redefine Corporate Manslaughter 26 | 26 |
What Happens When You Let Corporations Choose their Own Regulators? | 33 |
Corporate Political Donations in the UK and the US | 44 |
Protection Pennsylvania Style | 52 |
Green Tree Financial | 64 |
The Biggest Pool of Money in the World | 154 |
NYs Pension Fund Borrows from Itself | 158 |
CalPERS and Enron | 169 |
CalPERS Invests in Activism | 177 |
Institutional Investors Address Climate Change | 183 |
AFSCMEs Economically Targeted Investment Policy | 191 |
Campbell Soup Company and General Motors | 202 |
Honeywell and Furrs | 209 |
The Battle of the Theme Parks | 70 |
DaimlerBenz and the New York Stock Exchange | 77 |
Socially Responsible Investing | 84 |
Quantifying Nontraditional Assets and Liabilities | 87 |
CHAPTER 2 | 93 |
Notes | 98 |
Ownership 3 | 101 |
The Mysterious Case of the Hearst Will | 103 |
Of Vouchers and Values Robert A G Monks Visits Vaclav Havel | 110 |
Partnership versus Corporation | 116 |
Who Owns Hershey? | 122 |
Refco | 140 |
The Prisoners Dilemma | 143 |
R P Scherer and Citicorp | 146 |
Interlocking Directors | 152 |
United Companies Financial and Lubys | 215 |
From DuPont to Relationship Investing | 223 |
AP Paramount and KMart | 230 |
Monitoring | 251 |
CHAPTER 3 | 252 |
The Corporate Librarys Interlock Tool | 259 |
The Walt Disney Company and the Magical Kingdom | 268 |
Summary and Discussion Questions | 339 |
Performance | 347 |
International Corporate Governance | 415 |
Final Thoughts and Future Directions | 475 |
the Public Interest | 484 |
496 | |
505 | |
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Common terms and phrases
accounting active annual assets authority Bank benefits board of directors called capital chairman chapter committee company's compensation concerns consider continue contributions corporate governance costs court create decisions developed directors discussion duty earnings economic effective elected employees equity ERISA example executive fiduciary firms give hold important increased independent individual institutional interest International investment investors involved issues less liability limited majority means meeting million noted officers operations options owners ownership pension funds percent performance POINT political position practices problem proposals protect proxy questions reason responsibility result retirement returns risk role rules securities share shareholders significant social standards structure successful trustees United vote York