After qualifying as a chartered accountant, Bob Tricker served as an officer in the Royal Navy, then for eight years was financial controller of the British subsidiary of a US corporation. He studied at Harvard and Oxford universities, was a Research Fellow of Nuffield College, Oxford, and Director of the Oxford Centre for Management Studies. His research led to the first book with the title 'Corporate Governance'. He was the founder-editor of the research journal Corporate Governance: An International Review. After 18 years in Oxford, he spent 14 years as Professor of Finance at the University of Hong Kong.
Part 1: Principles
1: Corporate governance: A frontier subject
2: Governance and management
3: Theories, philosophies, and concepts of corporate governance
4: The governance partnership: Investors, companies, and directors
5: The regulatory framework
6: Models of corporate governance
Part 2: Policies
7: Functions of the board
8: The governance of corporate risk
9: The board and business ethics
10: The governance of listed companies
11: The governance of non-listed corporate entities
12: Corporate governance around the world
Part 3: Practices
13: Board membership: Directors' appointment, roles, and remuneration
14: Board leadership: The reality of the boardroom
15: Board activities: Corporate governance in practice
16: Board effectiveness: Building better boards
17: Board evaluation: Reviewing directors and boards
18: Corporate governance: The next thirty years
