Michael_A._Hitt,_R._Duane_Ireland,_Robert_E._Hosk

318 Part 3: Strategic Actions: Strategy Implementation In general, diffuse ownership (a large number of shareholders with small ...

Chapter 10: Corporate Governance 319 business relationship with the firm. Initially, these shareholder activists and institution ...

320 Part 3: Strategic Actions: Strategy Implementation in monitoring and controlling top-level managers’ decisions and subsequen ...

Chapter 10: Corporate Governance 321 that the same person does not hold both positions.^72 A situation in which an individual ho ...

322 Part 3: Strategic Actions: Strategy Implementation An increase in the board’s involvement with a firm’s strategic decision-m ...

Chapter 10: Corporate Governance 323 in other countries increases the complexity associated with a board of directors’ efforts t ...

324 Part 3: Strategic Actions: Strategy Implementation Do CEOs Deserve the Large Compensation Packages They Receive? Strategic F ...

Chapter 10: Corporate Governance 325 By the same token, because none of the three mechanisms are perfect in design or execution, ...

326 Part 3: Strategic Actions: Strategy Implementation In general, activist pension funds (as institutional investors and as an ...

Chapter 10: Corporate Governance 327 Table 10.2 Hostile Takeover Defense Strategies Defense strategy Success as a strategy Effec ...

328 Part 3: Strategic Actions: Strategy Implementation using takeover defenses reduces the amount of pressure managers feel to s ...

Chapter 10: Corporate Governance 329 appointment to the Vorstand is the responsibility of the supervisory tier (the Aufsichtsrat ...

330 Part 3: Strategic Actions: Strategy Implementation “Engagement” versus “Activist” Shareholders in Japan, Germany, and China ...

Chapter 10: Corporate Governance 331 Japan’s corporate governance practices have been changing in recent years. For exam- ple, b ...

332 Part 3: Strategic Actions: Strategy Implementation them by the government.^137 This suggests a potential conflict between th ...

Chapter 10: Corporate Governance 333 governance mechanism, will hold them fully accountable for developing and supporting an org ...

334 Part 3: Strategic Actions: Strategy Implementation ■ In the United States and the United Kingdom, a firm’s board of director ...

Chapter 10: Corporate Governance 335 The Imperial CEO, JPMorgan Chase’s Jamie Dimon Jamie Dimon, CEO of JPMorgan Chase & Co. ...

336 Part 3: Strategic Actions: Strategy Implementation Sources: E. Bloxham, 2015, J.P. Morgan: Taking on more risk than it can h ...

Chapter 10: Corporate Governance 337 An International Review, 22:116–131; V. V. Acharya, S. C. Myers, & R. G. Rajan, 2011, T ...