World War II in Asia July 1937 to August 1945

Most historians date the beginning of World War II to September 1, 1939, when Nazi Germany invaded Poland. Others claim the war began on July 7, 1937, when the Japanese Empire invaded China.  From the Marco Polo Bridge Incident of July 7 to the eventual surrender of Japan on August 15, 1945, the Second World War ravaged Asia and Europe alike, with bloodshed and bombardment spreading as far as Hawaii. 1937: Japan Invades China On July 7, 1937, the  Second Sino-Japanese War  began with a conflict known as the  Marco Polo Bridge Incident. Japan was attacked by Chinese troops while carrying out military training—they didnt warn the Chinese they would be shooting gunpowder rounds at the bridge that led to Beijing. This amplified already tense relations in the region, leading to an all-out declaration of war. In July of that year, the Japanese launched their first assault with the Battle of Beijing at Tianjin, before marching to the Battle of Shanghai on August 13. The Japanese won huge victories and claimed both cities for Japan, but they suffered heavy losses in the process. Meanwhile, in August of that year, the Soviets invaded Xinjiang in western China to put down the Uighur uprising. Japan launched another military assault at the Battle of Taiyuan, claiming the capital of Shanxi Province and Chinas arsenal of weapons. From December 9–13, the Battle of Nanking resulted in the Chinese provisional capital falling to the Japanese and the Republic of China government fleeing to Wuhan. From the middle of December 1937 to the end of January 1938, Japan furthered tensions in the region by taking part in a month-long siege of Nanjing, killing approximately 300,000 civilians in an event that came to be known as the Nanking Massacre or the Rape of Nanking (after the raping, looting, and murder the Japanese troops committed). 1938: Increased Japan-China Hostilities The Japanese Imperial Army had begun to take on its own doctrine by this point, ignoring orders from Tokyo to halt southward expansion in the winter and spring of 1938. On February 18 of that year, they launched the Bombing of Chongqing, a years-long firebombing against the Chinese provisional capital that killed 10,000 civilians. Fought from March 24 to May 1, 1938, the Battle of Xuzhou resulted in Japan capturing the city but losing the Chinese troops, who would later become guerrilla fighters against them—breaking dams along the  Yellow River  in June of that year and halting Japanese advances, while also drowning Chinese civilians. In Wuhan, where the ROC government had relocated the year before, China defended its new capital at the Battle of Wuhan but lost to 350,000 Japanese troops, who lost 100,000 of their men. In February, Japan seized the strategic Hainan Island and launched the Battle of Nanchang—which broke Chinese National Revolutionary Armys supply lines and threatened all of southeast China—as part of an effort to stop foreign aid to China. However, when they attempted to take on the Mongols and Soviet forces in the Battle of Lake Khasan in Manchuria  and the Battle of Khalkhyn Gol along the border of  Mongolia  and Manchuria in 1939, Japan suffered losses. 1939 to 1940: Turning of the Tide China celebrated its first victory on October 8, 1939. At the First Battle of Changsha, Japan attacked the capital of the Hunan Province, but the Chinese army cut Japanese supply lines and defeated the Imperial Army. Still, Japan captured the Nanning and Guangxi coast and stopped foreign aid by sea to China after winning the Battle of South Guangxi.  China wouldnt go down easy, though. It launched the Winter Offensive in November 1939, a country-wide counteroffensive against Japanese troops. Japan held in most places, but it realized then it would not be easy to win against Chinas sheer size. Although China held onto the critical Kunlun Pass in Guangxi that same winter, keeping a supply flow from  French Indochina to the Chinese army, the Battle of Zoayang-Yichang saw Japans success in driving toward the provisional new capital of China at Chongqing. Firing back, Communist Chinese troops in northern China blew up rail-lines, disrupted Japanese coal supplies, and even made a frontal assault on Imperial Army troops, resulting in a strategic Chinese victory in December 1940. As a result, on December 27, 1940, Imperial Japan signed the Tripartite Pact, which aligned the nation with Nazi Germany and Fascist Italy as part of the Axis Powers. 1941: Axis vs. Allies As early as April 1941, volunteer American pilots called the Flying Tigers begin to fly supplies to Chinese forces from Burma over the Hump—the eastern end of the Himalayas. In June of that year, troops from Great Britain, India, Australia, and France invaded  Syria and Lebanon, held by pro-German Vichy French. The Vichy French surrendered on July 14. In August 1941, the United States, which had supplied 80% of Japans oil, initiated a total oil embargo, forcing Japan to seek new sources to fuel its war effort. The September 17 Anglo-Soviet Invasion of Iran complicated the matter by deposing the pro-Axis Shah Reza Pahlavi and replacing him with his 22-year-old son to ensure the Allies access to Iranian oil. The end of 1941 saw an implosion of the Second World War, starting with the December 7 Japanese attack on the U.S. Naval base at  Pearl Harbor, Hawaii—which killed 2,400 American service members and sank four battleships. Simultaneously, Japan initiated the Southern Expansion, launching a massive invasion aimed at the Philippines, Guam, Wake Island, Malaya, Hong Kong, Thailand, and Midway Island. In response, the United States and the United Kingdom formally declared war on Japan on December 8, 1941. Two days later, Japan sank the British warships HMS Repulse and HMS Prince of Wales off the coast of Malaya, and the U.S. base at Guam surrendered to Japan. Japan forced British colonial forces in Malaya to withdraw up to the Perak River a week later and from December 22–23, it launched a major invasion of Luzon in the Phillippines, forcing American and Filipino troops to withdraw to Bataan. 1942: More Allies and More Enemies By the end of February 1942, Japan had continued its assault on Asia, invading the Dutch East Indies (Indonesia), capturing Kuala Lumpur (Malaya), the islands of Java  and Bali, and British Singapore. It also attacked Burma, Sumatra, and Darwin (Australia), which began Australias involvement in the war. In March and April, the Japanese pushed into central Burma—a crown jewel of  British India—and raided the British colony of Ceylon in modern-day  Sri Lanka. Meanwhile, American and Filipino troops surrendered at Bataan, resulting in Japans  Bataan Death March. At the same time, the United States launched the Doolittle Raid, the first bombing raid against Tokyo and other parts of the Japanese home islands. From May 4 to 8, 1942, Australian and American naval forces fended off the Japanese invasion of New Guinea at the Battle of the Coral Sea. At the battle of Corregidor, however, the Japanese took the island in Manila Bay, completing its conquest of the Philippines. On May 20, the British finished withdrawing from Burma, handing Japan another victory. At the pivotal June 4–7  Battle of Midway, American troops maneuvered a huge naval victory over Japan at Midway Atoll, west of Hawaii. Japan quickly fired back by invading Alaskas Aleutian Island chain. In August of that same year, the Battle of Savo Island saw the United States first major naval action and the Battle of the Eastern Solomon Islands, an Allied naval victory,  in the Guadalcanal campaign. 1943: A Shift in the Allies Favor From December 1942 to February 1943, the Axis powers and the Allies played a constant tug-of-war, but supplies and munitions were running low for Japans already thinly spread troops. The United Kingdom capitalized on this weakness and launched a counter-offensive against the Japanese in Burma. In May 1943, Chinas National Revolutionary Army made a resurgence, launching an offensive along the Yangtze River. In September, Australian troops captured Lae, New Guinea, claiming the region back for Allied powers—and shifting the tide for all of its forces to begin the counter-offensive that would shape the rest of the war. By 1944, the tide of war was turning and the Axis Powers, including Japan, were at a stalemate or even on the defensive in many places. The Japanese military found itself over-extended and out-gunned, but many Japanese soldiers and ordinary citizens believed they were destined to win. Any other outcome was unthinkable. 1944: Allied Domination Continuing on its success along the Yangtze River, China launched another major offensive in northern Burma in January 1944 in an attempt to reclaim its supply line along the Ledo Road into China. The next month, Japan launched the Second Arakan Offensive in Burma, attempting to drive the Chinese forces back—but it failed. The United States took Truk Atoll, Micronesia, and Eniwetok in February and halted Japanese advancement at Tamu, India, in March. After suffering a defeat at the Battle of Kohima, the Japanese forces retreated back into Burma, also losing the Battle of Saipan  in the Marian Islands later that month. The biggest blows, though, were yet to come. Starting with the  Battle of the Philippine Sea in July 1944, a key naval battle that effectively wiped out the Japanese Imperial Navys carrier fleet, the United States began to push back against Japan in the Philippines. By December 31, Americans had mostly succeeded in liberating  the Philippines from Japanese occupation. Late 1944 to 1945: The Nuclear Option and Japans Surrender After suffering many losses, Japan refused to surrender to Allied parties—and thus the bombings started to intensify. With the advent of the nuclear bomb looming overhead and tensions continuing to mount between the rival armies of the Axis powers and the Allied forces, the Second World War came to its climax. Japan upped its  aerial forces in October 1944, launching its first kamikaze  pilot attack against the U.S. Naval fleet at Leyte, and the United States answered back on November 24 with the first B-29 bombing raid against Tokyo. In the first months of 1945, the United States continued to push into Japanese-controlled territories, landing on Luzon Island in the Philippines in January and winning the Battle of Iwo Jima  in March. Meanwhile, the Allies reopened the Burma Road in February  and forced the last Japanese to surrender in Manila on March 3. When U.S. President  Franklin Roosevelt died on April 12 and was succeeded by Harry S Truman, the bloody war ravaging Europe and Asia was already at its boiling point—but Japan refused to surrender. On August 6, 1945, the American government decided to use the nuclear option, conducting  atomic bombing of Hiroshima, Japan, the first nuclear strike of that size against any major city in any nation in the world. On August 9, just three days later, another atomic bombing was carried out against Nagasaki, Japan. Meanwhile, the Soviet Red Army invaded Japanese-held Manchuria. Less than a week later, on August 15, 1945, the Japanese Emperor Hirohito formally surrendered to Allied troops, ending the Second World War.

The Position Of Human Resources Specialist - 1469 Words

According to U.S. News and World Report, â€Å"the position of Human Resources Specialist is the sixteenth best business job in America† (Best Business Jobs of 2016). Human Resource Specialists make an average salary of $58,350 per year and the field is projected to grow five percent, which is as fast as average, over the next ten years (Human Resource Specialists: Occupational Outlook Handbook: U.S. Bureau of Labor Statistics). As the world continues to embrace globalization and technological advances continue to shape how society as a whole view the workforce, human resource specialists will play a vital role in helping create the workforce of tomorrow. The workforce of tomorrow is very different than the Baby Boomer workforce of yesterday. Being a millennial myself, I know that millennials tend to work to live instead of living to work, which is a difference from the Baby Boomers workforce. Millennials are also the most educated generation to enter the workforce to date. According to a special report that was published on the website Economist.com, â€Å"knowledge workers now account for one third of the American workforce and in twenty years they will make up close to two-fifths of the workforce of all rich countries† (Managing The New Workforce, Generation Y (Millennials)). With changing workforce demographics and needs, human resource specialists will be tasked with recruiting, training, and helping craft companies’ overall benefits packages that will helpShow MoreRelatedHuman Resource Specialists And Position Management856 Words   |  4 PagesElected and appointed officials may consider positions management a necessity in order to control the magnitude and direction of the organization’s staff when considering the quality of budget management and program evaluation, but most elected officials will only consider the job description and classifi cation if they are considering ways to reduce the budget. 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To obtain a position ent ering an entry-level HR position most employers will accept someone with aRead MoreHuman Resource Management : The Field Of Human Resources1159 Words   |  5 PagesHuman Resource Management My desired career is that of a human resource generalist. The field of a human resource generalist is responsible for the recruitment, new employee orientation, on-boarding and off-boarding, and prepares and maintain employee handbook of the organization’s workforce. To obtain a position as a human resource generalist, employers look for someone with a bachelor’s degree in human resource management depending on the amount of experience, this would get you an entry levelRead MoreSimilarities And Differences Between Generalists And Specialists1239 Words   |  5 PagesCompare and Contrast Generalists and Specialists Today’s business world is more complex with the increase of more sophisticated technology and knowledge. 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Meriwether Lewis Speech free essay sample

We exist in a world where there are many heroes and heroines, were people showcase their courage, bravery, skill, and curiosity, where many aren’t afraid to take a leap outside of their boundaries. These are the people that we remember, they leave legacies, and they make an impression in our world. I happen to be one of those people who took a chance; for that is why I’ve become one of the most remembered people in all of American history. Hello, my name is Meriwether Lewis. Most people probably already know that I was a co-leader in the Corps of Discovery, but many do not know my entire life story. For that reason I’ll start where it all began. I was born on a warm summer day in August of 1774 in the small county of Albemarle. I was born and grew up in the community of Ivy, Virginia along with my sisters Jane and Lucinda and my step-siblings Rueben, John Jr. We will write a custom essay sample on Meriwether Lewis Speech or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page , and Mary Garland. I am the son of Lt. William Lewis and Lucy Meriwether. I never had the privilege to spend much time with my father as a child. My father died of pneumonia in 1779. A year later my mother married Captain John Marks, and we all moved to Georgia in May of 1780. While I lived in Goosepond, Georgia, I enhanced my skills as a hunter and naturalist. I had a large dose of curiosity as a child and still do today. I still remember that chilled January night when I ventured out of the house to hunt. A mile into my walk, a blizzard struck with tremendous force. When the storm finally halted, I realized how completely lost I was. My parents found me that morning. I had never seen them so furious in all my life. Even though I stopped hunting at night, I was still quite fascinated with natural history; little did I know that this minute interest would develop into a lifelong passion. When I turned thirteen, I was sent back to Virginia for an education by numerous private tutors. My Uncle Nicholas became my new guardian. Many years later, in 1793, I graduated from the college of Liberty Hall. In 1795, I joined the U. S. Army, commissioned as a Lieutenant, where I served until 1801. Among my commanding officers was William Clark, who later would become my co-leader in the Corps of Discovery. That same year, I was appointed as an aide by President Thomas Jefferson, who my father knew well. When Jefferson began to plan for an expedition through the recently purchased Louisiana Territory, he chose me to lead the expedition. After the Louisiana Purchase, Jefferson wanted to get an accurate sense of the new land and its resources. Our exploration was the first transcontinental expedition to the Pacific Coast by the United States. During our two-year exploration, we encountered many hardships and rewards. I also developed a great relationship with William Clark and Sacagawea. I can remember that day when she helped us cross the Rocky Mountains. At one point we had an encounter with a group of Indians. Of course, Sacagawea translated for us. It turned out that the chief of that tribe was her own brother, who she had not seen in over eight years. He was so pleased to see her that he let us use their horses in order to help us cross the Rocky Mountains. We would not have completed our expedition if I weren’t for those few horses. We returned in 1806, bringing with us an immense amount of knowledge about the region, as well as numerous plant and animal specimens. I wrote everything down in multiple journals like this one. Feel free to have a look. Because of our success, we brought home with us an awareness of a rich and beautiful part of the continent. This awareness is what helped the U. S. develop and prosper for years to come. Years after our expedition, I continued to research the U. S. lands. I planned on publishing my journals too. On October 10th, 1809 I stopped at an inn called Grinder’s Stand, about 70 miles southwest of Nashville, Tennessee. In the predawn hours of October 11th, the innkeeper heard gunshots and found me badly wounded, with gunshots to my head and abdomen. I died shortly after sunrise. Many people consider that my death was a suicide. Others are convinced that it was murder. Centuries later, my death still remains a mystery. Even though I may have had an unresolved ending, I am still remembered for all of my contributions to the U. S. I gave the U. S. a great awareness of our unknown land. When I died I left a legacy of curiosity, knowledge, determination, and bravery that is still an inspiration today. May my legacy live on through you and teach you that with determination and a little curiosity, anything is possible.

Significance of the Corporate Governance Framework

Question: How it positions the firm to engage with stakeholders on local and international levels. In a global context, what ethical challenges can you see for this firm that may or may not be addressed with its current governance arrangements? Answer: Introduction Governance can be generally defined as a set of rules and regulations which regulate and control various activities of the individuals or group of individuals following the corresponding set of rules. The governance can also be defined as the set of best practices for a number of activities and tasks. Corporate governance is the concept which evolved from the application of governance in a number of industries across the world. The application of the governance concept to the organisations operating in various industries across the world allows the organisations to operate under certain sets of rules and regulations. So the term Corporate Governance can be defined as the framework which is developed and implemented by the management of the organisations to have a set of best practices and guidelines to guide all the employees working in various business functions of the organisations (Dam, 2007). This report focuses on the corporate governance implemented in the workplace of Virgin A ustralia and the various effects of the governance on various business functions of the organisation. The report will mention a number of corporate governance frameworks which could be implemented in the workplace of the organisation. Along with the various corporate governance frameworks, the report also focuses on three of the features of the corporate governance framework implemented in the workplace of Virgin Australia. The three key features which are included in this report are the remuneration practices, transparency and disclosure and social responsibility. These key features included in the corporate governance framework implemented in the workplace of Virgin Australia allow us to understand and analyse the effects of the same on the business functions at a deeper level (Carney, 2006). The remuneration practices included in the corporate governance framework of Virgin Australia defines the guidelines which the management of the organisation follows for the management of the remunerations provided to the employees working in various business processes across the organisation. The transparency and disclosure feature of the corporate governance framework implemented in Virgin Australia defines various guidelines and best practices which allows the flow of information in the workplace of the organisation to be clean and transparent. The social responsibility feature of the corporate governance framework implemented in the workplace of Virgin Australia defines the guidelines for the various corporate social responsibilities and activities of the organisation in the operating country (Tomasic, 2006). Frameworks As mentioned earlier, there are a number of frameworks which can be utilised for the development and implementation of corporate governance in the workplace of Virgin Australia. This section of the report mentions a number of corporate governance frameworks which could be used for the workplace of Virgin Australia along with the one which is already in place. From agency approach This approach to the corporate governance framework in the workplace of the organisation allows the guidelines and best practices included in the corporate governance of the organisation to focus on the benefits of the agency itself instead of the stakeholders. This approach allows the governance in the organisation to provide most of the benefits to the organisation itself instead of the stakeholders (Steenkamp, 2007). From stakeholder approach This approach of the corporate governance framework focuses on the individuals or group of individuals who are affected by the various business decisions and activities. These individuals and groups of individuals are known as the stakeholders of the organisation. So this approach focuses on the benefits of the stakeholders of the organisation instead of the organisation itself. Key features Remuneration practices This feature of the corporate governance related to the remuneration practices is known as the principle named as, Remunerate fairly and responsibly. The remuneration practices in the workplace of Virgin Australia are managed by the remuneration committee established in the workplace of Virgin Australia. The remuneration committee of Virgin Australia is a group of a number of significant people playing the roles of non-executive directors in the workplace of Virgin Australia. This remuneration committee is responsible for the development and implementation of various policies and programs related to the remunerations provided to the employees working in various business functions of the organisation (Graham, 2006). The remuneration committee focuses on maintaining fair and responsible remuneration policies in the workplace of Virgin Australia which allows the employees to maintain enough motivation to have effective and efficient completion of the business tasks assigned to them. The remuneration policies established by the remuneration committee takes a number of factors into consideration before deciding the remuneration provided to the employees working in Virgin Australia. The entire salary structure of the employees in the organisation is decided based on a number of factors which satisfied the expectations of the employees and the current market standards. This allows each of the employees in the workplace of Virgin Australia to have satisfactory remuneration provided to them against their performance in various business tasks assigned to them. The basic salary structure of the employees in the workplace of Virgin Australia is associated with a number of bonus payments and variable components. The remuneration policies included in the corporate governance framework of Virgin Australia allows the management to determine the bouquet of benefits provided to the employees along with the basic salary structure provided by the organisation. The corporate govern ance framework of the organisation allows the managers and supervisors to monitor and review the performance of the employees working in various business functions and provide bonuses to them based on their performances in the workplace of Virgin Australia (Steenkamp, 2007). The remuneration practices of the organisation is based on the decisions of the remuneration committee which follows the corporate governance framework established in the workplace of Virgin Australia. The performance of the employees are monitored and reviewed in terms of a number of goals which are assigned to each and every employee of the organisation at the beginning of the financial year. The percentage of coverage for each of the assigned goals for each of the employees define the relative performance of the employees in the workplace of the organisation. The remuneration policies of Virgin Australia allows the management to provide rewards to the employees based on their performance and completion of goa ls in each financial year. The corporate governance in Virgin Australia defines these goals of the individual employees by aligning them to the organisational goals and objectives. This allows the remunerations to be provided to the individual employees for allowing the organisation to proceed in the direction of achieving its goals and objectives (Tomasic, 2006). Transparency and disclosure The corporate governance framework implemented in the workplace of Virgin Australia defines a number of policies under the principle of maintaining continuous disclosure of information. This feature of the corporate governance of the organisation is defined as the transparency and disclosure which is related to the information flow in the workplace of Virgin Australia. This section of the report describes this feature of the corporate governance of Virgin Australia. The management of the organisation include the tasks of maintaining transparency and disclosure in the workplace of the organisation in the business responsibilities. The major guidelines included in the corporate governance framework of the organisation in relation to the transparency and disclosure feature is mentioned below. Virgin Australia aims to provide all of its employees with the clear and pure information regarding the various ongoing and planned activities in the workplace of the organisation. Virgin Australia allows all of its shareholders to have clear and accurate information regarding all the ongoing and planned activities involved in the business model of the organisation (Carney, 2006). Virgin Australia complies with a number of obligations established by the Australian Securities Exchange (ASX) in relation to the continuous disclosure and transparency. The continuous disclosure policy defined in the corporate governance framework in Virgin Australia requires all the employees in each and every level of the hierarchy to maintain the transparency and disclosure of all the information related to the business model of the organisation. The organisation ensures that all the stakeholders of the organisation get the timely and accurate information related to all kinds of business decisions and events which are significantly influential (Tomasic, 2006). The most important concept included in the continuous disclosure policy of the corporate governance framework of Virgin Australia is the definition of the market sensitive information. The market sensitive information can be defined as the information which has the potential of damaging the market position of the organisation or the market performance of the organisation is disclosed in public. So the corporate governance of Virgin Australia allows each and every employee to have the clear knowledge of all the market sensitive information which allows them to control the negative usage of the information in the market containing the competitors and customers of the organisation. The corporate governance framework implemented in the workplace of Virgin Australia involves a number of steps provided to help the employees and management of the organisation to determine the market sensitive information among a large storage of information. These steps included in the corporate governance of Virgin Australia allows the transparency and disclosure to be maintained in the workplace of the organisation, which in turn allows the employees to feel more involved in the business model of the organisation (Graham, 2006). Social responsibility This feature of the corporate governance implemented in the workplace of Virgin Australia defines the activities which are included in the business model of the organisation as the responsibilities of the organisation towards the societies of operation. This in turn allows the management to follow the guidelines involved in the corporate governance framework to carry out various social responsibilities which in turn allows the organisation to repay the societies for the various business functions carried out in the market. The corporate governance framework of Virgin Australia involves a number of guidelines to maintain the corporate social responsibilities. These guidelines allows the management to carry out a number of social responsibilities programs in the workplace of the organisation and its surroundings. This section of the report focuses on such social responsibilities of the organisation which are involved in the corporate governance framework of the organisation (Solomon, 2 007). The management of the organisation focuses a lot on reducing the emission of several greenhouse gases from any of the business functions of the organisation. The management of the organisation invests a large number of resources in the task of minimising the emission of various greenhouse gases from any of the business functions of the organisation. The management of Virgin Australia is one of most developed organisation in terms of achieving fuel efficiency in any of the business functions. The high amount of fuel efficiency allows the organisation to minimise the adverse effect on the environment (Bachoo, 2006). The organisation also is a member of a number of sustainable projects such as carbon offsetting which allows the reduction of adverse effects on the environment. Virgin Australia also carries out a number of processes, researches and programs with high amount of investments to minimise the noise pollution due to the business functions of the organisation. The organisation also carried out a number of programs to engage all of its employees and stakeholders to complete a number of tasks maximising the positive effects on the environment of the country of operation. The organisation is also investing a lot of resources in a number of other programs such as developing renewable jet fuel and fly carbon neutral, which in turn reduces the negative impacts on the environment of the entire world (Padgett, 2011). Conclusion The report described the significance of the corporate governance framework in the workplace of an organisation. The report described the effects of the presence of the corporate governance framework on the business model of the organisation. The corporate governance framework defined and implemented in the workplace of Virgin Australia was closely reviewed and analysed which allowed us to understand three key features of this corporate governance framework and its effects on the business model of the organisation. The report focused on these three features of the corporate governance framework of Virgin Australia which can be considered to be the most important features (Mendoza, 2010). References Bachoo, K., Burritt, R. L., Tan, C. W. 2006. Sustainability ratings: a social responsibility investment perspective on listed airline companies in Australia (Doctoral dissertation, School of Commerce of the University of South Australia). Council, A. C. G. 2014. Corporate Governance Principles and Recommendations. Australian Securities Exchange, Sydney. Carney, M., Dostaler, I. 2006. Airline ownership and control: A corporate governance perspective. Journal of Air Transport Management, 12(2), 63-75. 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A configurational examination of corporate governance mechanisms. Academy of Management Journal, amj-2012. Mishra, S., Mohanty, P. 2014. Corporate governance as a value driver for firm performance: evidence from India. Corporate Governance, 14(2), 265-280. Padgett, C. 2011. Corporate governance: theory and practice. Palgrave Macmillan. Schiehll, E., Ahmadjian, C., Filatotchev, I.2014. National governance bundles perspective: Understanding the diversity of corporate governance practices at the firm and country levels. Corporate Governance: An International Review, 22(3), 179-184. Sebhatu, S. P., Enquist, B. 2014. Are Corporate Governance and Corporate Social Responsibility having a role for sustainable Service Business?: An explorative study of IKEA, Starbucks and HM. Solomon, J. 2007. Corporate governance and accountability. John Wiley Sons. Steenkamp, P. 2007. Fidentia: a strategic and corporate governance analysis (Doctoral dissertation, Stellenbosch: University of Stellenbosch). Tomasic, R. 2006. The Modernization of Corporations Law: Corporate Law Reform in Australia and Beyond. Australian Journal of Corporate Law, 19(1), 2-34.