Boards, Governance and Value Creation: The Human Side of Corporate GovernanceCambridge University Press, 19 abr 2007 What is the role of boards in corporate governance? How should they be structured in order to maximize value creation? This 2007 book looks at the role of boards in a variety of different countries and contexts, from small and medium-sized enterprises to large corporations. It explores the working style of boards and how they can best achieve their task expectations. Board effectiveness and value creation are shown to be the results of interactions between owners, managers, board members and other actors. Board behaviour is thus seen to be a result of strategizing, norms, board leadership, and the decision-making culture within the boardroom. Combining value creation, behavioural and ethical approaches to the study of boards, this work offers a systematic framework which will be of value to graduate students and researchers in the field of corporate social responsibility and business ethics. |
Índice
12 | |
Sección 2 | 33 |
Sección 3 | 67 |
Sección 4 | 69 |
Sección 5 | 97 |
Sección 6 | 130 |
Sección 7 | 165 |
Sección 8 | 175 |
Sección 9 | 208 |
Sección 10 | 237 |
Sección 11 | 272 |
Sección 12 | 280 |
Sección 13 | 284 |
Sección 14 | 294 |
Otras ediciones - Ver todo
Boards, Governance and Value Creation: The Human Side of Corporate Governance Morten Huse No hay ninguna vista previa disponible - 2007 |
Boards, Governance and Value Creation: The Human Side of Corporate Governance Morten Huse No hay ninguna vista previa disponible - 2007 |
Boards, Governance and Value Creation: The Human Side of Corporate Governance Morten Huse No hay ninguna vista previa disponible - 2007 |
Términos y frases comunes
agency theory arenas behavioural control behavioural theory board chairperson board composition board evaluations board meetings board members board structures board task expectations board task performance boardroom culture boards and governance boards of directors bounded rationality business angels capital CEO duality codes of best competence concepts context contribute control tasks corporate governance decision-making culture decisions discussion dynamics emphasised employees ethics example external actors family businesses focus formal framework Game theory important incentives independence individual influence information asymmetry innovation institutional interactions interlocking directorates investors issues knowledge managerial hegemony mentoring non-executive norms number of board openness and generosity organisational output control owners ownership perspective processes questions relationships resource dependence theory resource-based resource-based view role shareholder supremacy social capital stakeholder theory stakeholders stewardship theory strategic strategy involvement tion trust types usual suspects value chain value creation value-creating board variables various actors various board tasks
Referencias a este libro
The Value Creating Board: Corporate Governance and Organizational Behaviour Morten Huse No hay ninguna vista previa disponible - 2008 |