Martin Hilb presents an innovative and integrated approach to the theory and practice of corporate governance. Central to this approach is a set of instruments - developed and tested by the author - that can be used by boards to offer effective strategic direction and control to their organizations. The board instruments can be readily applied to the selection, review, remuneration and development of board members, and for conducting board self-evaluations. This new approach to corporate governance is based on four guiding principles: keep it situational, keep it strategic, keep it integrated, and keep it controlled. Together, these principles form the basis of an integrated approach to all key aspects of corporate governance. The main arguments in each section are supported by conceptual models, practical board tools or case studies, making the book ideally suited to board members, senior managers and post-graduate students.

Martin Hilb is a Professor of Business Administration at the University of St. Gallen in Switzerland, where he is also the Managing Director of the IFPM Center for Corporate Governance.

Martin Hilb has conducted research at the University of British Columbia in Vancouver and the Macquarie Graduate School of Management in Sydney. He has taught at the University of Dallas in Texas, the Singapore Management University, and the European Institute of Advanced Studies in management in Brussels.

He gained work experience with Nestlé SA in Switzerland, Martin & Co. in Germany and Schering-Plough Corporation, USA, ultimately in the role of Director of Essex Chemie AG.

Martin Hilb has consulted in the field of Board and HR Management in 60 countries.

He was rewarded by the International Academy of Quality with a gold metal in Corporate Governance '... for exceptional contributions to the principles and practice of quality in governance'. After Prof. Ira Millstein (Yale School of Management in New York), he is the second scientist who has received this global award.

From the contents:
Introduction

Situational Dimension
Strategic Dimension
Integrated Board Management Dimension
Controlling Dimension
Conclusions.