Corporate Governance: An International Review

1993 - 2021

Current editor(s): William Judge

From Wiley Blackwell
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Editorial: Is company directorship a profession? pp. 309-310: Bob Tricker
The Role of the Non‐Executive Board and the CEO in Managing the Change: a survival battle in Finnish Banking pp. 311-323: Kirsi Myllys
Investors’ Views of People Management pp. 324-337: Chris Hendry, Sally Woodward, Jane Harvey‐Cook and Matthew Gaved
The Role of Non‐Executive Directors in Cyprus Public Companies and their Subsidiaries pp. 338-345: Andreas Aloneftis
Board Roles in the Strategic Management of Non‐profit Organisations: theory and practic pp. 346-362: Chris Cornforth and Charles Edwards
Internal and External Governance Mechanisms: evidence from the UK insurance industry pp. 363-373: Noel O’Sullivan and Stephen Diacon
Women on Canadian Corporate Boards of Directors: getting the numbers right! pp. 374-378: Ronald Burke
Institutional Activism: attitudes of Australian fund managers pp. 379-384: Paul Fabris and Andrew Greinke
The Impact of Board Changes on Shareholder Wealth: some UK evidence pp. 385-396: Alan Fox and Kwaku Opong

Conference Review pp. 229-229: Keith Gay
Précis of Keynote Speeches pp. 230-236: Keith Gay
The Governance of Transnational Firms: some preliminary hypotheses pp. 237-247: James Gillies and Mark Dickinson
Financial Institutions and their Relations with Corporate Boards pp. 248-255: Chris Mallin
The Board of Directors as Leaders of the Organisation pp. 256-265: Loizos Heracleous
Governance Mechanisms for Effective Leadership: the case of Spain pp. 266-287: Joan Ricart, JoseÂ¨ A´lvarez and Miguel Gallo
Empirical Evidence of Long‐Termism and Shareholder Activism in UK Unit Trusts pp. 288-300: Aris Solomon and Jill Solomon

Stock Options For or Against Shareholder Value? – New compensation plans for top management and the interests of the shareholders pp. 123-135: Wolfgang Bernhardt
Spanning the Gap – the theoretical principles that connect stakeholder policies to business performance pp. 136-151: Giles Slinger
A Taxonomy of Systems of Corporate Governance pp. 152-166: Jeroen Weimer and Joost Pape
Mutuality versus Public Company – the Debate in Europe and the USA pp. 167-177: Barry Howcroft
The Priorities and Performance of Boards in UK Public Companies pp. 178-189: Victor Dulewicz and Peter Herbert
The Familiarity Threat and Auditor Independence pp. 190-197: Roger Hussey

Editorial pp. 1-2: Bob Tricker
Corporate Governance: real power, Cecil King and Machiavelli pp. 3-11: Kenneth Simmonds
The Corporate Monitoring Firm pp. 12-20: Mark Latham
Governing Hospice Projects: a review of governance, leadership, and management as seen in the foundation of the modern hospice movement pp. 21-30: Martin Johnson
On the Supposed Independence of Two‐tier Boards: formal structure and reality in the Netherlands pp. 31-37: Gregory Maassen and Frans Van Den Bosch
The Structure of Corporate Groups: the Italian case pp. 38-48: Alessandro Zattoni
The Authority to Propose Issues for Formal Decision in Business Consortia pp. 49-61: Scott Herriott
Power Dimensions in the Board and Outside Director Independence: Evidence from large industrial UK firms pp. 62-72: Henry Udueni
Corporate Governance within Local Government: the Allerdale case pp. 73-80: Inger Boyett and Martin Ward
An Organizational Portfolio Theory of Board Composition pp. 81-88: Peter Heslin and Lex Donaldson

The Role of the Institutional Investor in Corporate Governance pp. 213-216: Bob Tricker
Corporate Governance Structure in Japan – form and reality pp. 217-223: T.E. Cooke and Etsuo Sawa
Corporate Governance in Small Companies – the Alternative Investment Market pp. 224-232: Chris Mallin and Kean Ow‐Yong
Director Share Ownership and Corporate Performance – Evidence from Australia pp. 233-248: Jonathan Farrer and Ian Ramsay
Influence and Intervention by Financial Institutions in their Investee Companies pp. 249-264: John Holland
New Corporate Governance Paradigms for Transnational Enterprises – Shell and strategic futures for big oil pp. 269-277: Grant Ledgerwood

Editorial pp. 133-134: Bob Tricker
Executive and Director Compensation – 1984 REDUX pp. 135-139: Robert A. G. Monks
Corporate Governance in the NHS – an Assessment of Boardroom Practice pp. 140-150: James J. H. Harrison
Corporate Governance, Accountability and Enterprise pp. 151-165: H. Short, K. Keasey, A. Hull and Mike Wright
Institutional Investor Heterogeneity: Implications for Strategic Decisions pp. 166-173: Hugh Sherman, Sam Beldona and Maheshkumar Joshi
Directors’ Financial Rewards in the Water Industry pp. 174-187: John Samuels and A.G. Piper
Boardroom Dynamics – Lessons in Governance pp. 193-201: J. A. Van Hamel, H. E. Van Wijk, A. J. H. De Rooij and M. Bruel
The corporate governance role of financial institutions in their investee companies pp. 204-205: John Holland

Editorial: On ownership and control pp. 75-77: Bob Tricker
Handing over the reins: should the CEO’s successor be an insider or an outsider? pp. 78-85: David Clutterbuck
Releasing executive directors for outside directorships – the governance implications pp. 86-91: Martin Ward
The impact of board composition and ownership on the nature and outcome of UK takeovers pp. 92-100: Noel O’Sullivan and Pauline Wong
A typology of the theories of the roles of governing boards pp. 101-111: Humphry Hung
Corporate Governance Reports: Audit committees – a study in European corporate governance pp. 116-118: Mary Keegan and Francois Degeorge
Corporate Governance Report: The financial governance of charities pp. 119-120: Trevor Gambling and Rowan Jones
Corporate Governance Report: Closing the communications gap — disclosure and institutional shareholders pp. 121-122: Matthew Gaved
Corporate Governance Report: From Greenbury to Hampel — a mid‐term report on developments in directors' remuneration pp. 123-124: R. W. Williams

Editorial: Platitudes parading as paradigms – reactions to the Preliminary Report of the UK Hampel Committee on Corporate Governance pp. 2-4: Bob Tricker
Stewardship Theory and Board Structure: a contingency approach pp. 5-28: Melinda Muth and Lex Donaldson
An Evolutionary Perspective on Audit Committee Effectiveness pp. 29-38: Laura Spira
Does CEO Pay Reflect Performance? Some Australian Evidence pp. 39-47: H.Y. Izan, Baljit Sidhu and Stephen Taylor
Director Remuneration: a gap in the disclosure rules pp. 48-51: Martin Ward
Research on Corporate Governance pp. 57-66: Thomas Clarke
Setting new standards for corporate governance: 1997 US survey on institutional investors pp. 67-68: Russell Reynolds Associates