Petrovic, J., Kakabadse, N. K. and Kakabadse, A. P. (2009) How do international joint venture (IJV) directors contribute to board effectiveness evidence from practice. In: Kakabadse, A. P. and Kakabadse, N. K. (eds.) Global Boards: One Desire, Many Realities. Basingstoke: Palgrave Macmillan Ltd. pp. 236-265.
Petrovic, J., Kakabadse, N. K. and Kakabadse, A. P.
Does ever greater attention to governance protocol and legislation have any positive effect? No - is the conclusion of Global Boards, a unique collection of well-researched, international contributions from world-renowned authors. Governance practice and board functioning is as varied as the span of cultures and values spanning the world. Study of boards in the UK, Belgium, Australia, China, Russia, Turkey, Serbia and Kazakhstan point to the substantive influence of local context. Thus, in order to realize global reach, being well-networked in both business and the political communities is vital. Additionally being sensitive to local needs ensures the sustainable implementation of the corporation's vision. Global Boards emphasises that today's global directors must exercise shareholder discipline together with sensitive stakeholder influence. This book warns against the desire for one governance reality and, in contrast, provides guidance on how a diversity of strategic, policy and personal skills ensures for effective director performance, better guaranteeing continued wealth creation.
'The world is not so global, a board is not so perfect…' - Professor Yvon Pesqueux, Chair, Development Systems Organisation 'Too many studies focus on the statutory role of the board and not enough on the reality of boardroom conduct. In this broad reaching study, the authors assess board dynamics globally. While it would be convenient for a standard set of behaviours and ideals to manifest, in fact, the opposite is true. Best in breed companies rely on diversity and contextual knowledge creates longer lasting wealth creation.' - Yasmin Allen, Director Export Finance and Insurance Corporation, Australian Government, Australia 'This timely and well reasoned assessment of Global Boards, provides a much welcome correction to the current distrust of Boards and the organizations they govern. Bravo!' - Mitchell Koza, Dean, Rutgers University School of Business, USA 'A must read for those interested in the role that Boards might play in the vastly different global economy.' - Professor David Hayward, Dean, Swinburn University of Technology, Australia 'A timely and insightful exploration of the impact of national cultures on boardroom behaviour.' - Dr Cliff Bowman, Cranfield School of Management, UK 'An insightful and powerful analysis of the global context of board oversight. Readable and highly relevant to the current day events.' - Professor David Altman, Executive Vice President, Research, Innovation & Product Development, Centre for Creative Leadership
Introduction; A P.Kakabadse & N K.Kakabadse Identifying Key Determinants of Effective Boards of Directors; A.Levrau & L.Van den Berghe International Board Evaluation: Trends and Practices; C.Pierce Governance Down-Under: An Overview of Corporate Governance in Australia; J.Cottrell The Chinese Boardroom: Roles, Dynamics and Relationships; N.Kakabadse, A.Kakabadse & C.Yang Working of the Board: Case of the International Joint Venture 'Arman', Kazakhstan; E.Osseichuk, N.Kakabadse & A.Kakabadse Turkish Chairmen: Contrasting the Art of Dialogue against the Discipline for Governance; A.Kakabadse, N.Kakabadse & O.Yavuz Boards of Steel: The Role and Contribution of the Non Executive Director (NED); N.Kakabadse, O.Tsvetkov, V.Uldatsov & A.Kakabadse How do International Joint Venture (IJV) Directors Contribute to Board Effectiveness Evidence from Practice; J.Petrovic, N.Kakabadse & A.Kakbadse The Chairman of the Board of Directors: Role and Contribution; E.O'Higgins The Recruitment and Evaluation of Boards of Directors in China; N. Kakabadse, H.Yang & R.Sanders The Imperative of Rapid Adaptation to Climate Change: Are the Lights on in the Board Room?; M.McIntosh ANDREW KAKABADSE, Professor of International Management Development, Cranfield School of Management, UK. Andrew was the H.Smith Richardson Fellow at CCL, North Carolina, USA and is Visiting Professor at the University of Ulster; Macquarie Graduate School of Management; University Pantheon Assas, France, Thunderbird, USA and at Swinburne University, Australia. His research covers boards, top teams and the governance of governments. He has published 32 books, over 200 articles and 18 monographs. NADA K KAKABADSE Professor in Management and Business Research and is visiting Professor at the University Pantheon Assas, France. Nada is co-editor (with Andrew Kakabadse) of the Journal of Management and Corporate Governance: The International Journal of Business in Society. Nada has published widely in areas of leadership, application of IS/IT corporations, corporate governance, government, boardroom effectivness, diversity management and ethics, including 12 books, 52 chapters in international volumes, 3 monographs and over 150 scholarly and reviewed articles.