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Showing papers by "Jones Day published in 1999"


Posted Content
TL;DR: In this paper, the authors examine the arguments for and against the use of classified boards, arguing that their use is not necessarily inconsistent with good corporate governance, and suggest that activists' general attacks on classified boards are misplaced and that these boards may be used effectively as part of a well run corporate governance program.
Abstract: Corporate governance activists have become increasingly critical of classified boards. This Article examines the arguments for and against the use of classified boards, arguing that their use is not necessarily inconsistent with good corporate governance. The Article begins by reviewing the legal framework surrounding classified board, focusing on applicable (i) state corporation statutes, (ii) directors' fiduciary duties, and (iii) federal securities laws. After a review of the debate over classified boards, the Article suggest that activists' general attacks on classified boards are misplaced and that these boards may be used effectively as part of a well-run corporate governance program.

44 citations


Journal ArticleDOI
James Hagy1
TL;DR: In this paper, a successful outsourcing relationship must begin with the realisation that each customer and service provider deserves a unique set of terms, founded upon mutual understanding and the realities of the diverse markets in which the services will be performed.
Abstract: Companies may seek tremendous advantage through the consolidation of corporate real estate requirements with leading real estate brokers or advisors under a comprehensive service arrangement. Such relationships require crafting the business structure and contract provisions to promote the objectives of both parties. The successful outsourcing relationship must begin with the realisation that each customer and service provider deserves a unique set of terms, founded upon mutual understanding and the realities of the diverse markets in which the services will be performed. Where the parties take the time and care to share common expectations, the scope and quality of service can be articulated in a positive and definitive manner to the personnel responsible for performance. Incentives can be aligned to provide a sufficient and competitive motivation for client and advisor alike. Through this process, the agreement can serve as a platform to the mutually beneficial relationship for which the parties had hoped.

1 citations