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Challenges in Implementing Corporate Governance: Whose Business is it Anyway Hardcover

ISBN-13: 978-0470825228 ISBN-10: 0470825227 Edition: 1st

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Product Details

  • Hardcover: 288 pages
  • Publisher: Wiley; 1 edition (June 21, 2010)
  • Language: English
  • ISBN-10: 0470825227
  • ISBN-13: 978-0470825228
  • Product Dimensions: 9 x 5.9 x 1.1 inches
  • Shipping Weight: 1.2 pounds (View shipping rates and policies)
  • Average Customer Review: 3.0 out of 5 stars  See all reviews (1 customer review)
  • Amazon Best Sellers Rank: #5,278,941 in Books (See Top 100 in Books)

Editorial Reviews

From the Inside Flap

Challenges in Implementing Corporate Governance aims to help board members of public-listed companies focus on what really matters. It is targeted primarily at independent non-executive directors in Asia-Pacific who are having difficulty translating what the codes of Corporate Governance demand of them into behavior that delivers long-term value to their stakeholders and shareholders. It also contains essential advice for senior management of multinationals who are working in Asia-Pacific.

Key issues in the book include:

  • cross-cultural issues in corporate governance;
  • the role of the primary stakeholders and their claims on the company;
  • how to make good corporate governance operational;
  • the structure and composition of an effective board;
  • the four key factors to ensure good results; and
  • effective and practical risk management strategies.

The author has used extensive Asian examples and case studies, wherever possible, or else well-known western examples so that readers can make the connections easily between the examples and their personal circumstances.

The book consists of nine chapters which are designed to be easy to read and thought-provoking at the same time. Each chapter ends with a set of simple takeaways to remind the busy directors of their core responsibilities.

About the Author

John Zinkin has 39 years of working experience, of which 24 have been in Asia. His experience as a consultant for McKinsey and as Chairman of Burson-Marsteller's change management practice in Asia; as Associate Professor of Strategy and Marketing at Nottingham University Business School, Malaysia Campus; as Executive Coach of Foresight's Global Coaching Partnership; and as Deputy Chairman of the Institute of Corporate Responsibility Malaysia—gives him a unique insight into the issues of implementing good governance in an Asian context. As the CEO of the Securities Industry Development Corporation (SIDC), the training and development arm of the Securities Commission Malaysia, he is engaged in running regular workshops for senior directors of Malaysian public-listed companies on implementing good corporate governance.

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Format: Hardcover
Critical aspects of the failure in corporate governance relate to performance, not conformance or compliance. Specifically, boards have had inadequate understanding of the business and its strategy, a lack of understanding of both the strategic risk and systemic risk (the latter associated with markets being entered by others as well), and have failed to ensure rewards for top executives reflected corporate and other stakeholder long-term needs rather than encouraging irresponsible behavior that put the company's future at risk.

Calls for more regulation, a return from speculation to investment because the stock market overemphasizes the short-term horizon for managers, boards, and investors, renewed emphasis on moral purpose in corporations, and returning to the lower CEO/worker pay multiples of the 1970s. Asia has advantages over the West in corporate government because they emphasize moral purpose, and investors have a long-term view.

Bottom-Line: Apt observations, but won't change anything in the U.S. Threats of takeovers based on short-term outcomes mandate continuation of short-term thinking.
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