Titlebook: Global Boards; One Desire, Many Rea Andrew Kakabadse (Professor of International Manag Book 2009 Palgrave Macmillan, a division of Macmilla

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Introduction,turned to their Central Banks for short-term assistance as well as to Asian and Middle Eastern sovereign-wealth funds for equity injections. With these initial inputs of capital not having had the desired effect, the US and other Western governments provided additional substantial capital through st

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Identifying Key Determinants of Effective Boards of Directors,attention is understandable given the fact that boards of directors serve as a bridge between the shareholders, who provide capital, and management in charge of running the company. At the heart of the corporate governance debate is the view that the board of directors is the guardian of shareholder

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International Board Evaluation: Trends and Practices,il comparatively recently very few companies have evaluated the effectiveness of their board. In 2002, Professor Jeffrey Sonnenfeld commented that effective board evaluation was simply not taking place:.The situation has moved on significantly in recent years. Board evaluation has rapidly become one

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Governance Down-under: An Overview of Corporate Governance in Australia,tralian economy thrived, initially “on the sheep’s back” and latterly from an ever expanding “mine and ship” commodities boom. The non-farm/ mining sectors moved steadily from manufacturing to services. The highly developed financial services sector grew rapidly from the 1990s to offer leading super

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The Chinese Boardroom: Roles, Dynamics and Relationships,20 Chinese companies were ranked as the world’s largest companies according to the Fortune Global 500 list (Lodge, 2007), giving a clear signal that Napoleon’s “sleeping dragon” has woken and will be soon spitting fire. Concurrently, the governance structures (.) of Chinese enterprises have also und

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,Workings of the Board: Case of the International Joint Venture “Arman,” Kazakhstan,so doing, developed countries have established complex laws, regulations and institutions, leading to a culture of compliance concerning the management of the firm. In parallel, globalisation and the need to be responsive to continuous change have increased the likelihood of acquisition, merger and

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