This open access book empirically analyses the competences (input), moderators (process), and disclosure (output) of board chair succession practices for publicly listed organisations in Switzerland. As primus inter pares (Latin for first among equals), the chair of the board of directors holds a unique organisational position. For fulfilling the non-transferable duties pursuant to Article 716a revCO, it is essential that the chair is a person who has rational economic and socio-emotional skills. To date, however, it is unclear how organisations structure the search for a chairperson. On the one hand, this ambiguity arises from a legal perspective, as succession-related formal regulations (hard law) or best-governance principles (soft law) are rare and often lack specificity, and, on the other hand, from a business perspective, as there is a lack of sufficient attention and diligence. Previous research on board governance has primarily focused on the dyadic relationship between board composition and organisational performance (board effectiveness research). However, as board succession is a dynamic process, the research focus should go beyond a pure output/performance paradigm.

This book is about the problems encountered frequently in the Member States of the African Union with the impact of close elections on political succession at the political party leadership level and at the level of head of state and government. Evidence can be seen with respect to the national elections and their aftermath in 2007 & 08 and in Zimbabwe elections of 2008.The book analyses the reasons why close elections have had negative impact on some States of the Union and not others. A contrast in this regard was made in the book between close elections in Ghana (2008-09) and Zambia (2008) where close elections did not trigger violence with Kenya (2007) which experienced serious post-election violence and Zimbabwe (2008) which witnessed widespread pre-polling intimidation and violence. The book also looks at the incidence of unconstitutional change of government and its impact on political succession. It also considers the impact of close elections on illegal political succession and on failed States in the African Union.

This analysis of the 2022 presidential succession in Kenya examines the process’ evolution over time, not just in the stages closest to the presidential election. The live speeches, statements, press conferences, and rallies of the key actors are featured and analysed carefully. In Kenya, major television stations and regional stations are highly developed and offer a wealth of research opportunities. The book analyses the Roadside Rallies, which are a unique feature of Kenyan political campaigns in the face of State repression. An intense struggle took place leading up to the 2022 election. What made this succession special was the determination of the incumbent president to shape the succession to his will. In effect, the 2022 succession revealed the fault lines in the Kenya political class and the lengths an incumbent will go to assert his dominance over the succession process. The book explores the tools utilised by an Imperial President to circumvent legal and constitutional restrictions. For those interested in democracy in Africa, this study illustrates the very real barriers to its fulfillment.

Boards of directors are complex systems, and it is imperative to understand what the contextual forces are that shape the direction and make-up of boards. This Research Handbook provides inspiration for researchers and practitioners interested in the manifold dimensions and facets of context surrounding boards of directors.

As the majority of baby boomers retire over the next five to 10 years, succession planning will be vital for the long-term survival of many businesses. Australia is about to see a huge transfer of wealth from the baby boomer generation, yet many businesses, particularly family-owned businesses, struggle to ensure a smooth transition of business management and ownership. Myriad studies show that fewer than 30 per cent of private businesses have an achievable succession plan in place. Most business owners do nothing or they choose to focus on one area in the succession planning process such as tax, while ignoring many of the other key issues that need to be dealt with. For companies that are family owned, the ramifications may be even more sweeping. The personal issues they face, compounding other day-to-day business concerns, range from planning for income taxes to maintaining interpersonal relationships with family members. Succession planning is more complex now as many different business, financial and personal issues come into play. A good succession plan will look at a range of issues such as people and talent, family dynamics, corporate structure, estate planning, insurance and share transfer to name just a few. The Art of Business Succession Planning is for anyone in business who wants to have a change, retire or simply sell their business. It is designed to guide business owners through a comprehensive and strategic approach to the business succession process. The opportunities and benefits are great when succession planning is undertaken in a disciplined way.

A comprehensive guide to planning for CEO succession, from the experts at RHR As the demands from stakeholders for consummate leadership and good governance from a company's board of directors, its CEO, and its executive team increase, how the process of CEO succession is carried out has become more critical than ever before. Yet, over the past several years, a growing number of CEOs have failed early in their terms, often with devastating consequences to their companies and stockholders. By far the most common problem is a lack of ownership of the CEO succession process. Inside CEO Succession provides businesses, leaders, and boards with the strategies they need to execute their responsibilities with a heightened level of professionalism and ensure the sustained success of the companies they serve. Written by Dr. Thomas J. Saporito, CEO of RHR International, and Dr. Paul Winum, Senior Partner of RHR International, the lessons of Inside CEO Succession are rooted in RHR's long-standing history of bringing expert knowledge, experience, advice, and counsel to the issues related to CEO succession. The culmination of RHR's 65 years of experience providing expert counsel to the boards of directors of hundreds of companies, it explains how ego, role-relationships, power, and human dynamics associated with relinquishing leadership, preparing successors, and ceding power and authority to other people create undetected problems in the succession process and ultimately cause many CEOs to fail early in their tenures. Distills RHR's 65 years of experience helping businesses deal with CEO succession into one practical resource Presents strategies to enable boards to understand their role in succession planning and how to source leadership that best fits their organization's culture and requirements Brings together business acumen and psychological insight to help readers better prepare for more effective CEO succession To be successful, CEO succession requires a well-defined course of action that ensures that a number of highly capable candidates are ready to assume the chief executive position whether through an unexpected event or a planned transition. Inside CEO Succession is designed to help boards comprehensively manage that process and effectively sustain their company's profitability.

The intersection of corporate governance, financial performance, and long-term value creation is critical to effective sustainability in business. Effective corporate governance provides the framework for accountability and ethical decision-making, directly influencing a company's financial health and its capacity for long-term growth. Such tactics also ensure transparency and trust, enhancing financial performance by mitigating risks and optimizing resource allocation. Successful business operations involve long-term value creation, which involves investing in innovation, sustainability, and stakeholder relationships. Effective research into governance structures that support both immediate financial objectives and enduring value creation is necessary to ensure businesses thrive and achieve a sustainable future. Intersecting Corporate Governance, Financial Performance, and Long-Term Value Creation explores the convergence of corporate governance, finance, and value creation in business. It offers solutions for long-term business sustainability through various models of governance and banking and finance applications. This book covers topics such as energy engineering, Islamic finance, and sustainable development, and is a useful resource for business owners, government officials, finance professionals, engineers, scientists, academicians, and researchers.

Praise for Boardroom Realities "Authored by a 'who's who' roster of governance experts, Boardroom Realities covers the latest trends in board leadership and performance as well as talent management for the board and the C-suite all critical topics for any director serious about board service today." Kenneth Daly, president and CEO, National Association of Corporate Directors "If leadership and effectiveness in the boardroom were important in a more benign environment, they're absolutely vital in today's tumultuous times. Boardroom Realities provides a modern and detailed road map to help steer chairmen, CEOs, and boards through these uncharted governance waters." Peter Weinberg, partner, Perella Weinberg Partners "Jay Conger's Boardroom Realities offers a unique perspective on governance through leadership, rather than compliance, and should compel all directors to revisit the focus of board deliberations, especially at this time of unprecedented economic and financial turmoil." Alison A. Winter, cofounder, WomenCorporateDirectors, and a corporate director for Nordstrom, Inc. "Boardroom Realities is a very comprehensive compilation of useful insights on key issues that boards must deal with every day. It's an excellent resource for board members as well as members of management who must work together to ensure good governance on behalf of shareholders." Ronald D. Sugar, chairman of the board and CEO, Northrop Grumman Corporation "Jay Conger has collected critical insights and the latest thinking on board leadership from many of today's foremost governance thinkers. Boardroom Realities is a must for your board and for any comprehensive corporate governance library." Ralph D. Ward, publisher, Boardroom INSIDER, and author, The New Boardroom Leaders