Abstract
Focusing on the legal and strategic frameworks in China, the United States (especially Delaware), and the United Kingdom, this paper provides a comparative analysis of the roles and responsibilities of corporate boards in maximizing shareholder value in the acquisition process. It explores the varied legal frameworks to set board responsibilities, the strategic roles of boards in decision-making, and the challenges in balancing the interests of boards and shareholders. This paper further discusses the importance of conflicts of interest between boards and shareholders, transparent communication, and ethical standards, and how these factors affect the realization of value in acquisition decisions. It highlights regional case studies to illustrate the practical application of these principles in different legal and cultural contexts, emphasizing the need for boards to navigate complex regulatory landscapes and shareholder expectations to drive successful acquisition outcomes. This entails adopting practices like enhanced due diligence, independent oversight, and transparent communication to navigate the complexities of global corporate governance effectively.
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