Understanding and Managing Strategic Governance.

Cover -- Title Page -- Copyright Page -- Contents -- Preface -- About the Authors -- Chapter 1 Introduction to Strategic Governance and Internal Governance Actors -- Internal Governance -- Purposes for Boards of Directors -- Board Structure and Process: Effective Board Strategic Control and Monitoring -- Board Chair -- Board Committees -- Employees as Internal Governance Actors -- Chapter Overviews -- Notes -- Chapter 2 Introduction to External Governance Actors -- External Governance Actors with Direct Influence and Aligned Interests -- Institutional Investors -- Activist Investors -- Creditors -- External Governance Actors with Direct Influence and Differing Interests -- External Governance Actors with Indirect Influence and Aligned Interests -- External Governance Actors with Indirect Influence and Differing Interests -- Short Sellers -- Competitors -- Rating Agencies -- The Media -- Social Activists -- Interactions among External Governance Actors -- Coping with External Governance Actors -- Notes -- Chapter 3 Governance Actors and Corporate Strategy -- Governance Actors and Diversification Strategies -- Institutional Investors and Diversification Strategy -- Board Monitoring, Executive Compensation, and Diversification Strategy -- Governance and Strategic Alliances -- Governance and Acquisitions -- Governance and Divestitures -- Other Governance Actors: Proxy Intermediaries, Financial Analysts, and the Media -- Institutional Change, Governance, and Restructuring of Diversified Business Groups -- Summary of Fit or Misfit between Market Institutions and Current Diversification Strategy -- Leveraging Governance Actors to Pursue an Effective Corporate Strategy -- Leverage, Engage, and Defend -- Acquiesce and Defend -- Compromise and Change -- Connect and Avoid -- Notes -- Chapter 4 Governance Actors and Innovation Strategy -- Innovation Strategy.

Governance Actors' Influence on Innovation -- Monitoring and Resource Provision Governance Actors with a Short-Term Orientation -- Resource Provision and Monitoring Governance Actors with a Long-Term Orientation -- Short-Term Oriented Governance Actors with a Focus on Information Disclosure -- Long-Term Oriented Governance Actors with a Focus on Information Disclosure -- Leveraging Governance Actors to Foster Appropriate Innovation Strategy -- Engage and Defend -- Connect and Engage -- Disclose, Manage, and Engage -- Disclose and Comply, Lobby, and Adjudicate -- Notes -- Chapter 5 Governance Actors and Competitive Strategy -- Resource Provision and Engaged Governance Actors -- Board of Directors -- Dedicated Shareholders -- Employees -- Transactional Governance Actors that Provide Resources -- Engaged Governance Actors without Resource Provision -- Transactional Governance Actors without Resource Provision -- Managing Governance Actors for a Winning Competitive Strategy -- Engage and Evaluate -- Leverage and Defend -- Manage and Co-Opt -- Isolate -- Notes -- Chapter 6 Governance Actors and Global Strategy -- Global Strategy -- Resource-Provision Governance Actors with Low Risk Tolerance -- Board of Directors -- Dedicated Shareholders -- Resource Provision Governance Actors with High Risk Tolerance -- Governance Actors with Low Risk Tolerance but No Resource Provision -- Governance Actors with High Risk Tolerance but No Resource Provision -- Influence of Financial Analysts and Competitors on Global Strategy -- Managing Governance Actors for a Winning Global Strategy -- Engage and Interact -- Leverage and Balance -- Manage -- Resist and Isolate -- Governance Actors and Legitimacy in Global Strategy -- Leverage Governance Actors to Manage Legitimacy -- Notes -- Chapter 7 Governance Actors and Stakeholder Strategy -- Stakeholder Strategy.

Engaged Governance Actors with a Strong Emphasis on Financial Objectives -- Long-Term Financial Investors -- Suppliers -- Transactional Governance Actors with a Strong Emphasis on Financial Objectives -- Short-Term Financial Investors -- Hedge Fund Activists -- Creditors -- Foreign Institutional Investors -- Engaged Governance Actors without a Strong Emphasis on Financial Objectives -- State Ownership -- Family Ownership -- The Board of Directors -- Customers -- Financial Analysts -- Social Activists -- Transactional Governance Actors without a Strong Emphasis on Financial Objectives -- Leverage Governance Actors to Pursue an Effective Stakeholder Strategy -- Evaluation and Engagement -- Proactive Disclosure and Engagement -- Recommendations for Board Members -- Notes -- Chapter 8 Governance Actors and Corporate Political Strategy -- Corporate Political Strategy -- Governance Actors and Choice of Corporate Political Strategy -- Engaged Governance Actors with a Resource Provision Role -- Transactional Governance Actors with a Resource Provision Role -- Engaged Governance Actors without a Resource Provision Role -- Transactional Governance Actors without a Resource Provision Role -- Managing Governance Actors to Create Political Advantages -- Step 1. Evaluate Governance Actors' Preferences -- Step 2. Mind the Downside of Corporate Political Strategy -- Step 3. Leverage Governance Actors in Corporate Political Strategy -- Notes -- Chapter 9 Strategic Governance in a New Era -- Corporate Governance Trends -- Increasing Focus on Stakeholders in Governance -- Growing Shareholder and Stakeholder Activism -- Changing Board Focus -- The Governance Role of Platforms -- Managing Strategic Governance in a New Era -- Build -- Manage -- Engage -- Focus -- Governance-Executive Interaction Model -- Recommendations for Boards and Top Executives -- Notes -- Index.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.