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Clarke, T. 2017, Corporate Governance: Cycles of Crisis and Regulation, Sage, Los Angeles.

Clarke, T. 2017, Innovation in the Asia Pacific: From Manufacturing to Knowledge Economies, Springer, Singapore.

Clarke, T. 2017, Oxford Handbook of the Corporation, Oxford University Press, Oxford.

Clarke, T. & Klettner, A. 2017, The Global Financial Crisis and Regulatory Response: A Concise Guide, Cambridge University Press, Cambridge.

Klettner, A. 2017, Corporate Governance Regulation The changing roles and responsibilities of boards of directors, Routledge, UK.
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Corporate governance regulation has been through numerous cycles of reform, and yet we still see instances of companies collapsing suddenly. Codes of corporate governance have been implemented in most developed countries, recommending detailed governance frameworks for publicly listed companies and their boards, but our understanding of how these codes influence behaviour is still limited. In this book, Alice Klettner draws on the domains of law and business to explore the effectiveness of corporate governance codes. Using interview evidence from company directors and officers, as well as published evidence of companies’ corporate governance systems, she discusses the theory and practice of corporate governance and its regulation – with a focus on how corporate governance codes can affect board behaviour and company performance. This interdisciplinary book will be valuable reading for advanced students and researchers of corporate governance, and will also be directly relevant to governance practitioners and policymakers.


Adriaanse, J.A. 2017, 'Gender diversity in the governance of international sport federations' in Schulenkorf, N. & Frawley, S. (eds), Critical Issues in Global Sport Management, Routledge, Abingdon, pp. 23-37.
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Adriaanse, J.A., Cobourn, S. & Frawley, S. 2017, 'Governance, CSR and diversity: a critical field of study in global sport management' in Schulenkorf, N. & Frawley, S. (eds), Critical Issues in Global Sport Management, Routledge, Abingdon, pp. 9-22.
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Benn, S.H. 2017, 'Drivers of Change' in Alas, G. & Ingley, C. (eds), Corporate Behaviour and Sustainability, Routledge, London and New York, pp. 173-195.
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Clarke, T. & Gholamshahi, S. 2017, 'Corporate Governance and Inequality: The Impact of Financialisation and Shareholder Value' in Karyotis, C. & Alijani, S. (eds), Finance and Economy for Society: Integrating Sustainability, Emerald, Bingley, UK.
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Klettner, A.L. 2017, 'Governing corporate responsibility: the role of soft regulation' in Aras, G. & Ingley, C. (eds), Corporate Behavior and Sustainability: Doing well by being good, Routledge, London and New York, pp. 83-102.
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Journal articles

Bugeja, M., Matolcsy, Z. & Spiropoulos, H. 2017, '(Forthcoming) The CEO Pay Slice: managerial power or efficient contracting? Some indirect evidence', Journal of Contemporary Accounting and Economics, vol. 12.

Bugeja, M., Matolcsy, Z.P., Mehdi, W. & Spiropoulos, H. 2017, '(Forthcoming) Is non-executive directors' pay or industry expertise related to takeover premiums, abnormal returns and offer price revisions?', Australian Journal of Management.

Clarke, T., Gholamshahi, S. & Jarvis, W. 2017, 'The Impact of Corporate Governance on Compounding Inequality: Maximising Shareholder Value and Inflating Executive Pay', Critical Perspectives on Accounting, vol. 39, no. 4.
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Clarke, T., Kingsford Smith, D. & Rogers, J. 2017, 'Banking and the Limits of Professionalism', University of New South Wales Law Journal, vol. 40, no. 2.
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A primary question is whether banking could become a profession. The business terrain of finance is the most hazardous on which to establish the practices of profession. Likewise, evidence to the 2013 UK Parliamentary inquiry into banking conduct suggested that banking may once have been considered a profession, but that it is no longer considered one, and has certainly not been a profession since the 1980s. It also indicated that banking, if it ever were a profession, is not an occupation ready for re- professionalisation. We start from the position that whether banking is, or might become, a profession is not obvious, for a number of reasons. The first is the intense government regulation which is generally the primary mode of securing the benefits of banking and limiting its undesirable effects. External regulation tends be regarded as a definitional and practical threat to the self-regulation that marks out traditional professionalism. Second, traditional professional logic is said to promote as one of its distinguishing features a contrast with, and at least to some extent, a corrective to the world of business, a world ‘dominated by large bureaucratic organizations, competitive markets, managerial control, deskilling or dehumanizing tendencies and a markedly for-profit logic’. Meanwhile, some bankers perceive this aggressive for-profit orientation as essential and a justification against change. Evidence to the Inquiry included the view of a senior banker that: ‘Banking is a strictly profit-making business, and is not, and never has been, a profession in the sense that, say, medicine or law is’.

Matolcsy, Z.P. & Wakefield, J.A. 2017, 'Multinational headquarter control of wholly owned foreign subsidiaries', British Accounting Review, vol. 49, no. 3, pp. 275-293.
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Perey, R., Agarwal, R., Benn, S. & Edwards, M. 2017, 'The Place of Waste: Changing business value for the circular economy', Business Strategy and the Environment, no. Special issue.


Hermens, A., Pitelis, C. & Hermens, H. 2016, 'Industry 4.0 and Value Chain Collaboration: Manufacturing digitalization and operational tensions.', vents/2016-operations-supply-chain-and-services-management-symposium-uts-sydney- 13-15-june-2016/, ANZAM, Sydney, pp. 1-25.
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This case study investigates the evolution of inter- firm collaboration process, from imagining a turnaround strategy to leading a manufacturing evolution. The research question focuses on ‘how should a medium-sized family owned manufacturing company change from a traditional foundry to adopt advanced digital manufacturing technologies?’ Economic organizations are the outcome of appropriability-informed purposive entrepreneurial action that involves the creation and co-creation of organizations, markets and supporting ecosystems. Our research studies suggest that overall tension levels and sub-systemic dialectic tensions (i.e. short-term versus long-term; flexibility versus rigidity; collaboration versus competition; common versus private benefits) evolve over time and reconstitute relationships and shape the evolutionary trajectory of an interfirm collaborative strategy. These findings suggest a process of accelerating tensions and significant imbalances in their configuration will favor certain outcomes. The main contribution of this research is to extend current theory by examining converging and diverging forces/tensions and their impact on inter firm value creation. The governance process of resources, in the context of the value creation process and perceived risk, is a key strategic element that influences internal tensions and organizational evolution.