The Handbook of Board Governance: A Comprehensive Guide for Public, Private, and Not-For-Profit Board Members
Saved in:
| Main Author: | |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
Newark
John Wiley & Sons, Incorporated
2024
|
| Edition: | 3rd ed |
| Subjects: | |
| Online Access: | DE-2070s |
| Item Description: | Description based on publisher supplied metadata and other sources |
| Physical Description: | 1 Online-Ressource (1555 Seiten) |
| ISBN: | 9781119909293 |
Staff View
MARC
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| 245 | 1 | 0 | |a The Handbook of Board Governance |b A Comprehensive Guide for Public, Private, and Not-For-Profit Board Members |
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| 505 | 8 | |a Cover -- Title Page -- Copyright Page -- Contents -- Foreword -- Preface -- Organization of This Handbook -- How to Read This Handbook -- Readers Interested in This Handbook -- About the Editor -- Richard Leblanc, Editor -- Chapter 1 The Board Governance Handbook: An Introduction and Overview -- Introduction and Overview -- Diversity of Authorship -- Three Moments of Corporate Governance -- Précis of This Handbook's Chapters -- Part I: Hiring, Evaluating, and Dismissing the CEO -- Part II: Strategy and Investors -- Part III: Technology Governance -- Part IV: Environment, Social, and Governance -- Part V: Financial Governance -- Part VI: Emergency and Crisis Governance -- Part VII: Risk Governance -- Part VIII: Human Capital and Compensation Governance -- Part IX: Legal, Ethical, and Conduct Governance -- Part X: Board Leadership -- Part XI: Board Structure, Composition, and Effectiveness -- Part XII: Not-for-profit, Private, and State-owned Enterprise Governance -- Part XIII: International Corporate Governance -- About the Author -- Part I Hiring, Evaluating, and Dismissing the CEO -- Chapter 2 CEO Succession Planning -- Introduction -- The Market for CEOs -- CEO Turnover -- Incoming CEOs -- Models of Succession Planning -- Common Practices in Succession -- Conclusion -- About the Authors -- Notes -- Chapter 3 Incrementalism Is Not Going to Work -- 1. Information: "An Outside-In View of the World" -- 2. Strategy: "Incremental Is Not Going to Work" -- 3. Risk Mitigation: "Admit Your Mistake, Pivot, and Move On" -- 4. Trust: "Tell Them Like It Is" -- CEO Selection: "The Most Important Job Boards Do" -- Final Thoughts: "Be More Focused" -- About the Authors -- Chapter 4 Model President and CEO Position Description -- Introduction -- Executive Leadership -- Legislation, Regulation and By-laws | |
| 505 | 8 | |a The Board Chair, Human Resources Committee, and Board of Directors -- External Communication -- Ethical Business Conduct -- Financial and Nonfinancial Performance Management -- Strategic Plan -- Management Succession Planning -- Risk Management -- Position Description Amendment and Review -- About the Author -- Chapter 5 Model President and CEO Annual Performance Evaluation and Incentive Compensation Policy -- Introduction -- 1. Purpose -- 2. Recommendation by the Human Resources and Compensation Committee for Approval of the Board -- 3. CEO Position Description -- 4. Information Required to Complete the Evaluation -- 5. CEO Self-Evaluation of Performance -- 6. Performance Evaluation by HR and Compensation Committee Members -- 7. Weighting of CEO Performance Measures -- 8. Consolidated Performance Results of the Evaluation -- 9. Consolidated Performance Results Aligned to Incentive Compensation -- 10. Communication of Performance Results and Incentive Compensation -- Appendix: Annual Performance Evaluation of the CEO -- Introduction -- 1. Position Description of the CEO -- 2. Information Required to Complete This Evaluation -- 3. CEO Self-Evaluation of Performance -- 4. HR and Compensation Committee Evaluation of the Performance of the CEO -- Performance Measures of the CEO -- (1) Strategic Planning and Execution -- (2) Stakeholder Relationships -- (3) Leadership Style, Management Relationships and Ethical Conduct -- (4) Board Relationships and Succession Planning -- (5) Financial Planning and Performance -- Additional Performance Commentary -- Conclusion -- About the Author -- Chapter 6 Board Oversight of Possible CEO Misconduct -- Introduction -- Mitigating the Need for an Investigation into CEO Misconduct -- Examples of Conduct Triggering a Decision by the Board to Investigate the CEO. | |
| 505 | 8 | |a A Board Should Recognize Red Flags for Possible CEO Misconduct -- How a CEO Misconduct Concern(s) May Reach a Committee or Board -- Progressive Disciplining of a CEO by a Board -- Materiality Threshold for an Investigation into Possible CEO Misconduct -- Conflicts of Interest in Approving an Investigation into CEO Misconduct -- Board Oversight of an Investigation into Possible CEO Misconduct -- The CEO's Procedural Rights Must Be Respected -- The Board Chair's Role in Media and Employee Communication of the Investigation -- Conclusion -- About the Author -- References -- Chapter 7 Model CEO Succession Planning Charter -- Introduction -- Ad Hoc CEO Succession Committee Terms of Reference -- Purpose -- Committee Mandate -- Committee Authority -- Committee Composition -- Committee Administration -- About the Author -- Notes -- Part II Strategy and Investors -- Chapter 8 The Three Dilemmas for Creating a Long-Term Board -- Chapter Summary -- 1. Introduction: Making the Case for Why Boards Should Care About Being Long Term -- 2. The Dilemma of a Time Constrained Board -- 3. The Dilemma of Using Stock Ownership as a Means of Aligning Interests -- 4. Shareholder Engagement: The Dilemma of How and When Directors Should Engage -- 5. Solutions for Long-term Boards -- Time Spent on Strategy -- Directors as Owners -- Shareholder Engagement -- 6. Conclusion -- About the Authors -- Notes -- Chapter 9 Pension Fund Governance: Working Under Tension -- Abstract -- Introduction -- Two Key Governance Challenges Within Pension Plans -- Reconciling Fiduciary Duties and Climate Change -- Multilayer Agency Conflicts -- Contrasting Viewpoints on Pension Plan Governance in Canada -- Committee-board Tensions -- Investment Scope-oversight Capability Tensions -- Representative or Trustee: A Role Under Tension -- Key Players with Contrasting Views | |
| 505 | 8 | |a Risk Management: A New Challenge -- Areas of Concern -- Synthesis -- Key Takeaways -- About the Authors -- Selected References -- Chapter 10 A Critique of the Investment Fund Governance Regime in Canada -- Introduction -- Investment Funds -- Types of Investment Fund -- Relationship with the Fund Manager -- How Funds Are Constituted -- The Problem -- Addressing the Problem -- Fund Governance in the United States -- Termination of the Management Agreement -- Approval of the Management Agreement -- Management of Conflicts of Interest -- Oversight of the Compliance Function -- Other Responsibilities -- The Fund Governance Regime in Canada -- Comparison with the United States -- Standard of Care -- Mandate -- Scope of Authority -- Membership -- Impact of the IRC -- Limitations of the IRC -- In Sum -- About the Author -- Notes -- Chapter 11 Third Stage Corporate Governance: Investors and Companies Divided by a Common Language -- About the Authors -- Notes -- Part III Technology Governance -- Chapter 12 Technology and the Corporate Board: Critical Considerations Going Forward -- Introduction -- History -- Exponential Thinking -- Emerging Technologies -- Artificial Intelligence -- Blockchain -- Cloud/Edge -- Telecommunications 5G/6G -- IoT and the Metaverse -- Quantum Computing -- Cybercrime -- Other Technologies -- Business Models and Disruptive Technology -- Conclusion -- References -- About the Author -- Chapter 13 Questions the Board Should Ask About Artificial Intelligence -- 1. Understanding AI -- 2. Unprecedented Growth in AI -- 3. Societal Concerns About AI -- 4. Use of AI in the Organization -- 5. Director Skills Matrix -- 6. Board Committees -- 7. AI Strategy Formulation -- 8. AI Policies -- 9. Ethics -- 10. Regulatory Compliance -- 11. AI Accountability, Monitoring, and Reporting -- 12. AI and Workplace Recruitment and Management -- 13. Summary | |
| 505 | 8 | |a About the Author -- Additional References -- Notes -- Chapter 14 Artificial Intelligence Governance Standards -- Introduction -- How Is Regulation of AI Developing? -- Legislation -- Could Standards Be the Way Forward? -- The AI Standardization Landscape -- The AI Governance Standard -- Overview -- Who Is the AI Governance Standard For? -- What Are Governing Body's Overarching Responsibilities in Relation to AI? -- What Makes AI Technologies Different from Other Technologies? -- Implications from the Use of AI for Organizations -- What Is the Purpose of AI Governance? -- How Is the Governing Body Accountable for the Use of AI? -- What Is the Appropriate Level of Oversight of AI? -- What Are the Practical Steps Organizations Can Take to Alleviate Constraints on the Use of AI? -- How Should Existing Governance Mechanisms Be Revised to Accommodate the Use of AI? -- Practical Steps to Improve Your AI Governance -- About the Authors -- References -- Reports -- Standards -- Websites -- Notes -- Chapter 15 Fair Warning Has Been Given: What Do Directors Need to Do Now to Respond to Cyber Risk? -- Setting the Stage -- Context-From Crisis Springs Regulation -- A Very Unwelcome Phone Call -- Summary -- Key Observations and Recommendations -- Closing Remarks -- The Big Business of Cybercrime -- How Did We Get Here? -- What Does This Mean to Directors? -- What, Me Worry? We Have Insurance -- Summary Comments -- About the Author -- Notes -- Chapter 16 Cyber Risk from an IT Leader's Point of View -- In the News -- Costs of Cybercrime -- The CISO's Evolving Role and Function -- CISO Responsibility -- Cybersecurity Governance -- Boards, Cyber, and the Regulatory Environment -- The Cyber Conversations for Boards -- Conclusion -- About the Author -- Notes -- Chapter 17 Cyber Legislation, Standards, and Practices: An Overview for Directors -- Purpose -- Content | |
| 505 | 8 | |a Background | |
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| contents | Cover -- Title Page -- Copyright Page -- Contents -- Foreword -- Preface -- Organization of This Handbook -- How to Read This Handbook -- Readers Interested in This Handbook -- About the Editor -- Richard Leblanc, Editor -- Chapter 1 The Board Governance Handbook: An Introduction and Overview -- Introduction and Overview -- Diversity of Authorship -- Three Moments of Corporate Governance -- Précis of This Handbook's Chapters -- Part I: Hiring, Evaluating, and Dismissing the CEO -- Part II: Strategy and Investors -- Part III: Technology Governance -- Part IV: Environment, Social, and Governance -- Part V: Financial Governance -- Part VI: Emergency and Crisis Governance -- Part VII: Risk Governance -- Part VIII: Human Capital and Compensation Governance -- Part IX: Legal, Ethical, and Conduct Governance -- Part X: Board Leadership -- Part XI: Board Structure, Composition, and Effectiveness -- Part XII: Not-for-profit, Private, and State-owned Enterprise Governance -- Part XIII: International Corporate Governance -- About the Author -- Part I Hiring, Evaluating, and Dismissing the CEO -- Chapter 2 CEO Succession Planning -- Introduction -- The Market for CEOs -- CEO Turnover -- Incoming CEOs -- Models of Succession Planning -- Common Practices in Succession -- Conclusion -- About the Authors -- Notes -- Chapter 3 Incrementalism Is Not Going to Work -- 1. Information: "An Outside-In View of the World" -- 2. Strategy: "Incremental Is Not Going to Work" -- 3. Risk Mitigation: "Admit Your Mistake, Pivot, and Move On" -- 4. Trust: "Tell Them Like It Is" -- CEO Selection: "The Most Important Job Boards Do" -- Final Thoughts: "Be More Focused" -- About the Authors -- Chapter 4 Model President and CEO Position Description -- Introduction -- Executive Leadership -- Legislation, Regulation and By-laws The Board Chair, Human Resources Committee, and Board of Directors -- External Communication -- Ethical Business Conduct -- Financial and Nonfinancial Performance Management -- Strategic Plan -- Management Succession Planning -- Risk Management -- Position Description Amendment and Review -- About the Author -- Chapter 5 Model President and CEO Annual Performance Evaluation and Incentive Compensation Policy -- Introduction -- 1. Purpose -- 2. Recommendation by the Human Resources and Compensation Committee for Approval of the Board -- 3. CEO Position Description -- 4. Information Required to Complete the Evaluation -- 5. CEO Self-Evaluation of Performance -- 6. Performance Evaluation by HR and Compensation Committee Members -- 7. Weighting of CEO Performance Measures -- 8. Consolidated Performance Results of the Evaluation -- 9. Consolidated Performance Results Aligned to Incentive Compensation -- 10. Communication of Performance Results and Incentive Compensation -- Appendix: Annual Performance Evaluation of the CEO -- Introduction -- 1. Position Description of the CEO -- 2. Information Required to Complete This Evaluation -- 3. CEO Self-Evaluation of Performance -- 4. HR and Compensation Committee Evaluation of the Performance of the CEO -- Performance Measures of the CEO -- (1) Strategic Planning and Execution -- (2) Stakeholder Relationships -- (3) Leadership Style, Management Relationships and Ethical Conduct -- (4) Board Relationships and Succession Planning -- (5) Financial Planning and Performance -- Additional Performance Commentary -- Conclusion -- About the Author -- Chapter 6 Board Oversight of Possible CEO Misconduct -- Introduction -- Mitigating the Need for an Investigation into CEO Misconduct -- Examples of Conduct Triggering a Decision by the Board to Investigate the CEO. A Board Should Recognize Red Flags for Possible CEO Misconduct -- How a CEO Misconduct Concern(s) May Reach a Committee or Board -- Progressive Disciplining of a CEO by a Board -- Materiality Threshold for an Investigation into Possible CEO Misconduct -- Conflicts of Interest in Approving an Investigation into CEO Misconduct -- Board Oversight of an Investigation into Possible CEO Misconduct -- The CEO's Procedural Rights Must Be Respected -- The Board Chair's Role in Media and Employee Communication of the Investigation -- Conclusion -- About the Author -- References -- Chapter 7 Model CEO Succession Planning Charter -- Introduction -- Ad Hoc CEO Succession Committee Terms of Reference -- Purpose -- Committee Mandate -- Committee Authority -- Committee Composition -- Committee Administration -- About the Author -- Notes -- Part II Strategy and Investors -- Chapter 8 The Three Dilemmas for Creating a Long-Term Board -- Chapter Summary -- 1. Introduction: Making the Case for Why Boards Should Care About Being Long Term -- 2. The Dilemma of a Time Constrained Board -- 3. The Dilemma of Using Stock Ownership as a Means of Aligning Interests -- 4. Shareholder Engagement: The Dilemma of How and When Directors Should Engage -- 5. Solutions for Long-term Boards -- Time Spent on Strategy -- Directors as Owners -- Shareholder Engagement -- 6. Conclusion -- About the Authors -- Notes -- Chapter 9 Pension Fund Governance: Working Under Tension -- Abstract -- Introduction -- Two Key Governance Challenges Within Pension Plans -- Reconciling Fiduciary Duties and Climate Change -- Multilayer Agency Conflicts -- Contrasting Viewpoints on Pension Plan Governance in Canada -- Committee-board Tensions -- Investment Scope-oversight Capability Tensions -- Representative or Trustee: A Role Under Tension -- Key Players with Contrasting Views Risk Management: A New Challenge -- Areas of Concern -- Synthesis -- Key Takeaways -- About the Authors -- Selected References -- Chapter 10 A Critique of the Investment Fund Governance Regime in Canada -- Introduction -- Investment Funds -- Types of Investment Fund -- Relationship with the Fund Manager -- How Funds Are Constituted -- The Problem -- Addressing the Problem -- Fund Governance in the United States -- Termination of the Management Agreement -- Approval of the Management Agreement -- Management of Conflicts of Interest -- Oversight of the Compliance Function -- Other Responsibilities -- The Fund Governance Regime in Canada -- Comparison with the United States -- Standard of Care -- Mandate -- Scope of Authority -- Membership -- Impact of the IRC -- Limitations of the IRC -- In Sum -- About the Author -- Notes -- Chapter 11 Third Stage Corporate Governance: Investors and Companies Divided by a Common Language -- About the Authors -- Notes -- Part III Technology Governance -- Chapter 12 Technology and the Corporate Board: Critical Considerations Going Forward -- Introduction -- History -- Exponential Thinking -- Emerging Technologies -- Artificial Intelligence -- Blockchain -- Cloud/Edge -- Telecommunications 5G/6G -- IoT and the Metaverse -- Quantum Computing -- Cybercrime -- Other Technologies -- Business Models and Disruptive Technology -- Conclusion -- References -- About the Author -- Chapter 13 Questions the Board Should Ask About Artificial Intelligence -- 1. Understanding AI -- 2. Unprecedented Growth in AI -- 3. Societal Concerns About AI -- 4. Use of AI in the Organization -- 5. Director Skills Matrix -- 6. Board Committees -- 7. AI Strategy Formulation -- 8. AI Policies -- 9. Ethics -- 10. Regulatory Compliance -- 11. AI Accountability, Monitoring, and Reporting -- 12. AI and Workplace Recruitment and Management -- 13. Summary About the Author -- Additional References -- Notes -- Chapter 14 Artificial Intelligence Governance Standards -- Introduction -- How Is Regulation of AI Developing? -- Legislation -- Could Standards Be the Way Forward? -- The AI Standardization Landscape -- The AI Governance Standard -- Overview -- Who Is the AI Governance Standard For? -- What Are Governing Body's Overarching Responsibilities in Relation to AI? -- What Makes AI Technologies Different from Other Technologies? -- Implications from the Use of AI for Organizations -- What Is the Purpose of AI Governance? -- How Is the Governing Body Accountable for the Use of AI? -- What Is the Appropriate Level of Oversight of AI? -- What Are the Practical Steps Organizations Can Take to Alleviate Constraints on the Use of AI? -- How Should Existing Governance Mechanisms Be Revised to Accommodate the Use of AI? -- Practical Steps to Improve Your AI Governance -- About the Authors -- References -- Reports -- Standards -- Websites -- Notes -- Chapter 15 Fair Warning Has Been Given: What Do Directors Need to Do Now to Respond to Cyber Risk? -- Setting the Stage -- Context-From Crisis Springs Regulation -- A Very Unwelcome Phone Call -- Summary -- Key Observations and Recommendations -- Closing Remarks -- The Big Business of Cybercrime -- How Did We Get Here? -- What Does This Mean to Directors? -- What, Me Worry? We Have Insurance -- Summary Comments -- About the Author -- Notes -- Chapter 16 Cyber Risk from an IT Leader's Point of View -- In the News -- Costs of Cybercrime -- The CISO's Evolving Role and Function -- CISO Responsibility -- Cybersecurity Governance -- Boards, Cyber, and the Regulatory Environment -- The Cyber Conversations for Boards -- Conclusion -- About the Author -- Notes -- Chapter 17 Cyber Legislation, Standards, and Practices: An Overview for Directors -- Purpose -- Content Background |
| ctrlnum | (ZDB-30-PQE)EBC31227202 (ZDB-30-PAD)EBC31227202 (ZDB-89-EBL)EBL31227202 (OCoLC)1428261123 (DE-599)BVBBV049873989 |
| dewey-full | 658.422 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.422 |
| dewey-search | 658.422 |
| dewey-sort | 3658.422 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 3rd ed |
| format | Electronic eBook |
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Conclusion -- About the Authors -- Notes -- Chapter 9 Pension Fund Governance: Working Under Tension -- Abstract -- Introduction -- Two Key Governance Challenges Within Pension Plans -- Reconciling Fiduciary Duties and Climate Change -- Multilayer Agency Conflicts -- Contrasting Viewpoints on Pension Plan Governance in Canada -- Committee-board Tensions -- Investment Scope-oversight Capability Tensions -- Representative or Trustee: A Role Under Tension -- Key Players with Contrasting Views</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Risk Management: A New Challenge -- Areas of Concern -- Synthesis -- Key Takeaways -- About the Authors -- Selected References -- Chapter 10 A Critique of the Investment Fund Governance Regime in Canada -- Introduction -- Investment Funds -- Types of Investment Fund -- Relationship with the Fund Manager -- How Funds Are Constituted -- The Problem -- Addressing the Problem -- Fund Governance in the United States -- Termination of the Management Agreement -- Approval of the Management Agreement -- Management of Conflicts of Interest -- Oversight of the Compliance Function -- Other Responsibilities -- The Fund Governance Regime in Canada -- Comparison with the United States -- Standard of Care -- Mandate -- Scope of Authority -- Membership -- Impact of the IRC -- Limitations of the IRC -- In Sum -- About the Author -- Notes -- Chapter 11 Third Stage Corporate Governance: Investors and Companies Divided by a Common Language -- About the Authors -- Notes -- Part III Technology Governance -- Chapter 12 Technology and the Corporate Board: Critical Considerations Going Forward -- Introduction -- History -- Exponential Thinking -- Emerging Technologies -- Artificial Intelligence -- Blockchain -- Cloud/Edge -- Telecommunications 5G/6G -- IoT and the Metaverse -- Quantum Computing -- Cybercrime -- Other Technologies -- Business Models and Disruptive Technology -- Conclusion -- References -- About the Author -- Chapter 13 Questions the Board Should Ask About Artificial Intelligence -- 1. Understanding AI -- 2. Unprecedented Growth in AI -- 3. Societal Concerns About AI -- 4. Use of AI in the Organization -- 5. Director Skills Matrix -- 6. Board Committees -- 7. AI Strategy Formulation -- 8. AI Policies -- 9. Ethics -- 10. Regulatory Compliance -- 11. AI Accountability, Monitoring, and Reporting -- 12. AI and Workplace Recruitment and Management -- 13. Summary</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">About the Author -- Additional References -- Notes -- Chapter 14 Artificial Intelligence Governance Standards -- Introduction -- How Is Regulation of AI Developing? -- Legislation -- Could Standards Be the Way Forward? -- The AI Standardization Landscape -- The AI Governance Standard -- Overview -- Who Is the AI Governance Standard For? -- What Are Governing Body's Overarching Responsibilities in Relation to AI? -- What Makes AI Technologies Different from Other Technologies? -- Implications from the Use of AI for Organizations -- What Is the Purpose of AI Governance? -- How Is the Governing Body Accountable for the Use of AI? -- What Is the Appropriate Level of Oversight of AI? -- What Are the Practical Steps Organizations Can Take to Alleviate Constraints on the Use of AI? -- How Should Existing Governance Mechanisms Be Revised to Accommodate the Use of AI? -- Practical Steps to Improve Your AI Governance -- About the Authors -- References -- Reports -- Standards -- Websites -- Notes -- Chapter 15 Fair Warning Has Been Given: What Do Directors Need to Do Now to Respond to Cyber Risk? -- Setting the Stage -- Context-From Crisis Springs Regulation -- A Very Unwelcome Phone Call -- Summary -- Key Observations and Recommendations -- Closing Remarks -- The Big Business of Cybercrime -- How Did We Get Here? -- What Does This Mean to Directors? -- What, Me Worry? We Have Insurance -- Summary Comments -- About the Author -- Notes -- Chapter 16 Cyber Risk from an IT Leader's Point of View -- In the News -- Costs of Cybercrime -- The CISO's Evolving Role and Function -- CISO Responsibility -- Cybersecurity Governance -- Boards, Cyber, and the Regulatory Environment -- The Cyber Conversations for Boards -- Conclusion -- About the Author -- Notes -- Chapter 17 Cyber Legislation, Standards, and Practices: An Overview for Directors -- Purpose -- Content</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Background</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Aufsichtsrat</subfield><subfield code="0">(DE-588)4003550-5</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Corporate Governance</subfield><subfield code="0">(DE-588)4419850-4</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Board of directors</subfield><subfield code="0">(DE-588)4303006-3</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Aufsichtsrat</subfield><subfield code="0">(DE-588)4003550-5</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="1"><subfield code="a">Corporate Governance</subfield><subfield code="0">(DE-588)4419850-4</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="689" ind1="1" ind2="0"><subfield code="a">Board of directors</subfield><subfield code="0">(DE-588)4303006-3</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="1" ind2="1"><subfield code="a">Corporate Governance</subfield><subfield code="0">(DE-588)4419850-4</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="1" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Leblanc, Richard</subfield><subfield code="t">The Handbook of Board Governance</subfield><subfield code="d">Newark : John Wiley & Sons, Incorporated,c2024</subfield><subfield code="z">9781119909279</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="943" ind1="1" ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-035213447</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=31227202</subfield><subfield code="l">DE-2070s</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV049873989 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-05T17:02:58Z |
| institution | BVB |
| isbn | 9781119909293 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035213447 |
| oclc_num | 1428261123 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (1555 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | John Wiley & Sons, Incorporated |
| record_format | marc |
| spelling | Leblanc, Richard Verfasser aut The Handbook of Board Governance A Comprehensive Guide for Public, Private, and Not-For-Profit Board Members 3rd ed Newark John Wiley & Sons, Incorporated 2024 ©2024 1 Online-Ressource (1555 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Cover -- Title Page -- Copyright Page -- Contents -- Foreword -- Preface -- Organization of This Handbook -- How to Read This Handbook -- Readers Interested in This Handbook -- About the Editor -- Richard Leblanc, Editor -- Chapter 1 The Board Governance Handbook: An Introduction and Overview -- Introduction and Overview -- Diversity of Authorship -- Three Moments of Corporate Governance -- Précis of This Handbook's Chapters -- Part I: Hiring, Evaluating, and Dismissing the CEO -- Part II: Strategy and Investors -- Part III: Technology Governance -- Part IV: Environment, Social, and Governance -- Part V: Financial Governance -- Part VI: Emergency and Crisis Governance -- Part VII: Risk Governance -- Part VIII: Human Capital and Compensation Governance -- Part IX: Legal, Ethical, and Conduct Governance -- Part X: Board Leadership -- Part XI: Board Structure, Composition, and Effectiveness -- Part XII: Not-for-profit, Private, and State-owned Enterprise Governance -- Part XIII: International Corporate Governance -- About the Author -- Part I Hiring, Evaluating, and Dismissing the CEO -- Chapter 2 CEO Succession Planning -- Introduction -- The Market for CEOs -- CEO Turnover -- Incoming CEOs -- Models of Succession Planning -- Common Practices in Succession -- Conclusion -- About the Authors -- Notes -- Chapter 3 Incrementalism Is Not Going to Work -- 1. Information: "An Outside-In View of the World" -- 2. Strategy: "Incremental Is Not Going to Work" -- 3. Risk Mitigation: "Admit Your Mistake, Pivot, and Move On" -- 4. Trust: "Tell Them Like It Is" -- CEO Selection: "The Most Important Job Boards Do" -- Final Thoughts: "Be More Focused" -- About the Authors -- Chapter 4 Model President and CEO Position Description -- Introduction -- Executive Leadership -- Legislation, Regulation and By-laws The Board Chair, Human Resources Committee, and Board of Directors -- External Communication -- Ethical Business Conduct -- Financial and Nonfinancial Performance Management -- Strategic Plan -- Management Succession Planning -- Risk Management -- Position Description Amendment and Review -- About the Author -- Chapter 5 Model President and CEO Annual Performance Evaluation and Incentive Compensation Policy -- Introduction -- 1. Purpose -- 2. Recommendation by the Human Resources and Compensation Committee for Approval of the Board -- 3. CEO Position Description -- 4. Information Required to Complete the Evaluation -- 5. CEO Self-Evaluation of Performance -- 6. Performance Evaluation by HR and Compensation Committee Members -- 7. Weighting of CEO Performance Measures -- 8. Consolidated Performance Results of the Evaluation -- 9. Consolidated Performance Results Aligned to Incentive Compensation -- 10. Communication of Performance Results and Incentive Compensation -- Appendix: Annual Performance Evaluation of the CEO -- Introduction -- 1. Position Description of the CEO -- 2. Information Required to Complete This Evaluation -- 3. CEO Self-Evaluation of Performance -- 4. HR and Compensation Committee Evaluation of the Performance of the CEO -- Performance Measures of the CEO -- (1) Strategic Planning and Execution -- (2) Stakeholder Relationships -- (3) Leadership Style, Management Relationships and Ethical Conduct -- (4) Board Relationships and Succession Planning -- (5) Financial Planning and Performance -- Additional Performance Commentary -- Conclusion -- About the Author -- Chapter 6 Board Oversight of Possible CEO Misconduct -- Introduction -- Mitigating the Need for an Investigation into CEO Misconduct -- Examples of Conduct Triggering a Decision by the Board to Investigate the CEO. A Board Should Recognize Red Flags for Possible CEO Misconduct -- How a CEO Misconduct Concern(s) May Reach a Committee or Board -- Progressive Disciplining of a CEO by a Board -- Materiality Threshold for an Investigation into Possible CEO Misconduct -- Conflicts of Interest in Approving an Investigation into CEO Misconduct -- Board Oversight of an Investigation into Possible CEO Misconduct -- The CEO's Procedural Rights Must Be Respected -- The Board Chair's Role in Media and Employee Communication of the Investigation -- Conclusion -- About the Author -- References -- Chapter 7 Model CEO Succession Planning Charter -- Introduction -- Ad Hoc CEO Succession Committee Terms of Reference -- Purpose -- Committee Mandate -- Committee Authority -- Committee Composition -- Committee Administration -- About the Author -- Notes -- Part II Strategy and Investors -- Chapter 8 The Three Dilemmas for Creating a Long-Term Board -- Chapter Summary -- 1. Introduction: Making the Case for Why Boards Should Care About Being Long Term -- 2. The Dilemma of a Time Constrained Board -- 3. The Dilemma of Using Stock Ownership as a Means of Aligning Interests -- 4. Shareholder Engagement: The Dilemma of How and When Directors Should Engage -- 5. Solutions for Long-term Boards -- Time Spent on Strategy -- Directors as Owners -- Shareholder Engagement -- 6. Conclusion -- About the Authors -- Notes -- Chapter 9 Pension Fund Governance: Working Under Tension -- Abstract -- Introduction -- Two Key Governance Challenges Within Pension Plans -- Reconciling Fiduciary Duties and Climate Change -- Multilayer Agency Conflicts -- Contrasting Viewpoints on Pension Plan Governance in Canada -- Committee-board Tensions -- Investment Scope-oversight Capability Tensions -- Representative or Trustee: A Role Under Tension -- Key Players with Contrasting Views Risk Management: A New Challenge -- Areas of Concern -- Synthesis -- Key Takeaways -- About the Authors -- Selected References -- Chapter 10 A Critique of the Investment Fund Governance Regime in Canada -- Introduction -- Investment Funds -- Types of Investment Fund -- Relationship with the Fund Manager -- How Funds Are Constituted -- The Problem -- Addressing the Problem -- Fund Governance in the United States -- Termination of the Management Agreement -- Approval of the Management Agreement -- Management of Conflicts of Interest -- Oversight of the Compliance Function -- Other Responsibilities -- The Fund Governance Regime in Canada -- Comparison with the United States -- Standard of Care -- Mandate -- Scope of Authority -- Membership -- Impact of the IRC -- Limitations of the IRC -- In Sum -- About the Author -- Notes -- Chapter 11 Third Stage Corporate Governance: Investors and Companies Divided by a Common Language -- About the Authors -- Notes -- Part III Technology Governance -- Chapter 12 Technology and the Corporate Board: Critical Considerations Going Forward -- Introduction -- History -- Exponential Thinking -- Emerging Technologies -- Artificial Intelligence -- Blockchain -- Cloud/Edge -- Telecommunications 5G/6G -- IoT and the Metaverse -- Quantum Computing -- Cybercrime -- Other Technologies -- Business Models and Disruptive Technology -- Conclusion -- References -- About the Author -- Chapter 13 Questions the Board Should Ask About Artificial Intelligence -- 1. Understanding AI -- 2. Unprecedented Growth in AI -- 3. Societal Concerns About AI -- 4. Use of AI in the Organization -- 5. Director Skills Matrix -- 6. Board Committees -- 7. AI Strategy Formulation -- 8. AI Policies -- 9. Ethics -- 10. Regulatory Compliance -- 11. AI Accountability, Monitoring, and Reporting -- 12. AI and Workplace Recruitment and Management -- 13. Summary About the Author -- Additional References -- Notes -- Chapter 14 Artificial Intelligence Governance Standards -- Introduction -- How Is Regulation of AI Developing? -- Legislation -- Could Standards Be the Way Forward? -- The AI Standardization Landscape -- The AI Governance Standard -- Overview -- Who Is the AI Governance Standard For? -- What Are Governing Body's Overarching Responsibilities in Relation to AI? -- What Makes AI Technologies Different from Other Technologies? -- Implications from the Use of AI for Organizations -- What Is the Purpose of AI Governance? -- How Is the Governing Body Accountable for the Use of AI? -- What Is the Appropriate Level of Oversight of AI? -- What Are the Practical Steps Organizations Can Take to Alleviate Constraints on the Use of AI? -- How Should Existing Governance Mechanisms Be Revised to Accommodate the Use of AI? -- Practical Steps to Improve Your AI Governance -- About the Authors -- References -- Reports -- Standards -- Websites -- Notes -- Chapter 15 Fair Warning Has Been Given: What Do Directors Need to Do Now to Respond to Cyber Risk? -- Setting the Stage -- Context-From Crisis Springs Regulation -- A Very Unwelcome Phone Call -- Summary -- Key Observations and Recommendations -- Closing Remarks -- The Big Business of Cybercrime -- How Did We Get Here? -- What Does This Mean to Directors? -- What, Me Worry? We Have Insurance -- Summary Comments -- About the Author -- Notes -- Chapter 16 Cyber Risk from an IT Leader's Point of View -- In the News -- Costs of Cybercrime -- The CISO's Evolving Role and Function -- CISO Responsibility -- Cybersecurity Governance -- Boards, Cyber, and the Regulatory Environment -- The Cyber Conversations for Boards -- Conclusion -- About the Author -- Notes -- Chapter 17 Cyber Legislation, Standards, and Practices: An Overview for Directors -- Purpose -- Content Background Aufsichtsrat (DE-588)4003550-5 gnd rswk-swf Corporate Governance (DE-588)4419850-4 gnd rswk-swf Board of directors (DE-588)4303006-3 gnd rswk-swf Aufsichtsrat (DE-588)4003550-5 s Corporate Governance (DE-588)4419850-4 s DE-604 Board of directors (DE-588)4303006-3 s Erscheint auch als Druck-Ausgabe Leblanc, Richard The Handbook of Board Governance Newark : John Wiley & Sons, Incorporated,c2024 9781119909279 |
| spellingShingle | Leblanc, Richard The Handbook of Board Governance A Comprehensive Guide for Public, Private, and Not-For-Profit Board Members Cover -- Title Page -- Copyright Page -- Contents -- Foreword -- Preface -- Organization of This Handbook -- How to Read This Handbook -- Readers Interested in This Handbook -- About the Editor -- Richard Leblanc, Editor -- Chapter 1 The Board Governance Handbook: An Introduction and Overview -- Introduction and Overview -- Diversity of Authorship -- Three Moments of Corporate Governance -- Précis of This Handbook's Chapters -- Part I: Hiring, Evaluating, and Dismissing the CEO -- Part II: Strategy and Investors -- Part III: Technology Governance -- Part IV: Environment, Social, and Governance -- Part V: Financial Governance -- Part VI: Emergency and Crisis Governance -- Part VII: Risk Governance -- Part VIII: Human Capital and Compensation Governance -- Part IX: Legal, Ethical, and Conduct Governance -- Part X: Board Leadership -- Part XI: Board Structure, Composition, and Effectiveness -- Part XII: Not-for-profit, Private, and State-owned Enterprise Governance -- Part XIII: International Corporate Governance -- About the Author -- Part I Hiring, Evaluating, and Dismissing the CEO -- Chapter 2 CEO Succession Planning -- Introduction -- The Market for CEOs -- CEO Turnover -- Incoming CEOs -- Models of Succession Planning -- Common Practices in Succession -- Conclusion -- About the Authors -- Notes -- Chapter 3 Incrementalism Is Not Going to Work -- 1. Information: "An Outside-In View of the World" -- 2. Strategy: "Incremental Is Not Going to Work" -- 3. Risk Mitigation: "Admit Your Mistake, Pivot, and Move On" -- 4. Trust: "Tell Them Like It Is" -- CEO Selection: "The Most Important Job Boards Do" -- Final Thoughts: "Be More Focused" -- About the Authors -- Chapter 4 Model President and CEO Position Description -- Introduction -- Executive Leadership -- Legislation, Regulation and By-laws The Board Chair, Human Resources Committee, and Board of Directors -- External Communication -- Ethical Business Conduct -- Financial and Nonfinancial Performance Management -- Strategic Plan -- Management Succession Planning -- Risk Management -- Position Description Amendment and Review -- About the Author -- Chapter 5 Model President and CEO Annual Performance Evaluation and Incentive Compensation Policy -- Introduction -- 1. Purpose -- 2. Recommendation by the Human Resources and Compensation Committee for Approval of the Board -- 3. CEO Position Description -- 4. Information Required to Complete the Evaluation -- 5. CEO Self-Evaluation of Performance -- 6. Performance Evaluation by HR and Compensation Committee Members -- 7. Weighting of CEO Performance Measures -- 8. Consolidated Performance Results of the Evaluation -- 9. Consolidated Performance Results Aligned to Incentive Compensation -- 10. Communication of Performance Results and Incentive Compensation -- Appendix: Annual Performance Evaluation of the CEO -- Introduction -- 1. Position Description of the CEO -- 2. Information Required to Complete This Evaluation -- 3. CEO Self-Evaluation of Performance -- 4. HR and Compensation Committee Evaluation of the Performance of the CEO -- Performance Measures of the CEO -- (1) Strategic Planning and Execution -- (2) Stakeholder Relationships -- (3) Leadership Style, Management Relationships and Ethical Conduct -- (4) Board Relationships and Succession Planning -- (5) Financial Planning and Performance -- Additional Performance Commentary -- Conclusion -- About the Author -- Chapter 6 Board Oversight of Possible CEO Misconduct -- Introduction -- Mitigating the Need for an Investigation into CEO Misconduct -- Examples of Conduct Triggering a Decision by the Board to Investigate the CEO. A Board Should Recognize Red Flags for Possible CEO Misconduct -- How a CEO Misconduct Concern(s) May Reach a Committee or Board -- Progressive Disciplining of a CEO by a Board -- Materiality Threshold for an Investigation into Possible CEO Misconduct -- Conflicts of Interest in Approving an Investigation into CEO Misconduct -- Board Oversight of an Investigation into Possible CEO Misconduct -- The CEO's Procedural Rights Must Be Respected -- The Board Chair's Role in Media and Employee Communication of the Investigation -- Conclusion -- About the Author -- References -- Chapter 7 Model CEO Succession Planning Charter -- Introduction -- Ad Hoc CEO Succession Committee Terms of Reference -- Purpose -- Committee Mandate -- Committee Authority -- Committee Composition -- Committee Administration -- About the Author -- Notes -- Part II Strategy and Investors -- Chapter 8 The Three Dilemmas for Creating a Long-Term Board -- Chapter Summary -- 1. Introduction: Making the Case for Why Boards Should Care About Being Long Term -- 2. The Dilemma of a Time Constrained Board -- 3. The Dilemma of Using Stock Ownership as a Means of Aligning Interests -- 4. Shareholder Engagement: The Dilemma of How and When Directors Should Engage -- 5. Solutions for Long-term Boards -- Time Spent on Strategy -- Directors as Owners -- Shareholder Engagement -- 6. Conclusion -- About the Authors -- Notes -- Chapter 9 Pension Fund Governance: Working Under Tension -- Abstract -- Introduction -- Two Key Governance Challenges Within Pension Plans -- Reconciling Fiduciary Duties and Climate Change -- Multilayer Agency Conflicts -- Contrasting Viewpoints on Pension Plan Governance in Canada -- Committee-board Tensions -- Investment Scope-oversight Capability Tensions -- Representative or Trustee: A Role Under Tension -- Key Players with Contrasting Views Risk Management: A New Challenge -- Areas of Concern -- Synthesis -- Key Takeaways -- About the Authors -- Selected References -- Chapter 10 A Critique of the Investment Fund Governance Regime in Canada -- Introduction -- Investment Funds -- Types of Investment Fund -- Relationship with the Fund Manager -- How Funds Are Constituted -- The Problem -- Addressing the Problem -- Fund Governance in the United States -- Termination of the Management Agreement -- Approval of the Management Agreement -- Management of Conflicts of Interest -- Oversight of the Compliance Function -- Other Responsibilities -- The Fund Governance Regime in Canada -- Comparison with the United States -- Standard of Care -- Mandate -- Scope of Authority -- Membership -- Impact of the IRC -- Limitations of the IRC -- In Sum -- About the Author -- Notes -- Chapter 11 Third Stage Corporate Governance: Investors and Companies Divided by a Common Language -- About the Authors -- Notes -- Part III Technology Governance -- Chapter 12 Technology and the Corporate Board: Critical Considerations Going Forward -- Introduction -- History -- Exponential Thinking -- Emerging Technologies -- Artificial Intelligence -- Blockchain -- Cloud/Edge -- Telecommunications 5G/6G -- IoT and the Metaverse -- Quantum Computing -- Cybercrime -- Other Technologies -- Business Models and Disruptive Technology -- Conclusion -- References -- About the Author -- Chapter 13 Questions the Board Should Ask About Artificial Intelligence -- 1. Understanding AI -- 2. Unprecedented Growth in AI -- 3. Societal Concerns About AI -- 4. Use of AI in the Organization -- 5. Director Skills Matrix -- 6. Board Committees -- 7. AI Strategy Formulation -- 8. AI Policies -- 9. Ethics -- 10. Regulatory Compliance -- 11. AI Accountability, Monitoring, and Reporting -- 12. AI and Workplace Recruitment and Management -- 13. Summary About the Author -- Additional References -- Notes -- Chapter 14 Artificial Intelligence Governance Standards -- Introduction -- How Is Regulation of AI Developing? -- Legislation -- Could Standards Be the Way Forward? -- The AI Standardization Landscape -- The AI Governance Standard -- Overview -- Who Is the AI Governance Standard For? -- What Are Governing Body's Overarching Responsibilities in Relation to AI? -- What Makes AI Technologies Different from Other Technologies? -- Implications from the Use of AI for Organizations -- What Is the Purpose of AI Governance? -- How Is the Governing Body Accountable for the Use of AI? -- What Is the Appropriate Level of Oversight of AI? -- What Are the Practical Steps Organizations Can Take to Alleviate Constraints on the Use of AI? -- How Should Existing Governance Mechanisms Be Revised to Accommodate the Use of AI? -- Practical Steps to Improve Your AI Governance -- About the Authors -- References -- Reports -- Standards -- Websites -- Notes -- Chapter 15 Fair Warning Has Been Given: What Do Directors Need to Do Now to Respond to Cyber Risk? -- Setting the Stage -- Context-From Crisis Springs Regulation -- A Very Unwelcome Phone Call -- Summary -- Key Observations and Recommendations -- Closing Remarks -- The Big Business of Cybercrime -- How Did We Get Here? -- What Does This Mean to Directors? -- What, Me Worry? We Have Insurance -- Summary Comments -- About the Author -- Notes -- Chapter 16 Cyber Risk from an IT Leader's Point of View -- In the News -- Costs of Cybercrime -- The CISO's Evolving Role and Function -- CISO Responsibility -- Cybersecurity Governance -- Boards, Cyber, and the Regulatory Environment -- The Cyber Conversations for Boards -- Conclusion -- About the Author -- Notes -- Chapter 17 Cyber Legislation, Standards, and Practices: An Overview for Directors -- Purpose -- Content Background Aufsichtsrat (DE-588)4003550-5 gnd Corporate Governance (DE-588)4419850-4 gnd Board of directors (DE-588)4303006-3 gnd |
| subject_GND | (DE-588)4003550-5 (DE-588)4419850-4 (DE-588)4303006-3 |
| title | The Handbook of Board Governance A Comprehensive Guide for Public, Private, and Not-For-Profit Board Members |
| title_auth | The Handbook of Board Governance A Comprehensive Guide for Public, Private, and Not-For-Profit Board Members |
| title_exact_search | The Handbook of Board Governance A Comprehensive Guide for Public, Private, and Not-For-Profit Board Members |
| title_full | The Handbook of Board Governance A Comprehensive Guide for Public, Private, and Not-For-Profit Board Members |
| title_fullStr | The Handbook of Board Governance A Comprehensive Guide for Public, Private, and Not-For-Profit Board Members |
| title_full_unstemmed | The Handbook of Board Governance A Comprehensive Guide for Public, Private, and Not-For-Profit Board Members |
| title_short | The Handbook of Board Governance |
| title_sort | the handbook of board governance a comprehensive guide for public private and not for profit board members |
| title_sub | A Comprehensive Guide for Public, Private, and Not-For-Profit Board Members |
| topic | Aufsichtsrat (DE-588)4003550-5 gnd Corporate Governance (DE-588)4419850-4 gnd Board of directors (DE-588)4303006-3 gnd |
| topic_facet | Aufsichtsrat Corporate Governance Board of directors |
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