標(biāo)題: Titlebook: Disaster in the Boardroom; Six Dysfunctions Eve Gerry Brown,Randall S. Peterson Book 2022 The Editor(s) (if applicable) and The Author(s), [打印本頁] 作者: 關(guān)稅 時間: 2025-3-21 16:58
書目名稱Disaster in the Boardroom影響因子(影響力)
書目名稱Disaster in the Boardroom影響因子(影響力)學(xué)科排名
書目名稱Disaster in the Boardroom網(wǎng)絡(luò)公開度
書目名稱Disaster in the Boardroom網(wǎng)絡(luò)公開度學(xué)科排名
書目名稱Disaster in the Boardroom被引頻次
書目名稱Disaster in the Boardroom被引頻次學(xué)科排名
書目名稱Disaster in the Boardroom年度引用
書目名稱Disaster in the Boardroom年度引用學(xué)科排名
書目名稱Disaster in the Boardroom讀者反饋
書目名稱Disaster in the Boardroom讀者反饋學(xué)科排名
作者: GLARE 時間: 2025-3-21 23:35 作者: ALIBI 時間: 2025-3-22 03:03 作者: scrape 時間: 2025-3-22 05:36
https://doi.org/10.1007/978-3-7091-2969-2volving companies from Japan, Sweden, Iran, Malaysia, China, Brazil, India, Nigeria, Angola and Australia. This is also a problem that cuts across sector barriers. From financial services to resource extraction, high-technology to catering, Silicon Valley start-ups to firms with a century and more o作者: Incorruptible 時間: 2025-3-22 09:44 作者: AMITY 時間: 2025-3-22 12:54
https://doi.org/10.1007/978-3-7091-2969-2 Board culture, like any culture, is based on the beliefs and values that board members hold in common and manifests itself in how board members behave towards each other, how they communicate with each other and, perhaps most importantly, how they make decisions. This chapter identifies six differe作者: AMITY 時間: 2025-3-22 20:41
https://doi.org/10.1007/978-3-7091-2969-2 a dominant CEO with a strong character, but sometimes it happens because of the way power within the organization is structured, for example if the chief executive is also a dominant shareholder and/or has the power to control appointments to the board. When this happens, it becomes hard—if not imp作者: 廢墟 時間: 2025-3-23 00:05 作者: sleep-spindles 時間: 2025-3-23 04:27 作者: 發(fā)怨言 時間: 2025-3-23 06:52 作者: 停止償付 時間: 2025-3-23 11:18
Introduction and Basic Conceptsflexibility of thinking and an insistence that board processes are what counts. This is very dangerous as it leads to a lack of challenge and independent scrutiny by board members. The consequences have been repeated failures by the Big Four accounting firms to spot financial weaknesses during audit作者: CLASP 時間: 2025-3-23 15:52
Introduction and Basic Conceptse for consensus in the boardroom, such as lack of independence, amplification of culture and missing key voices. Groupthink involves a shared Illusion of unanimity where silence is taken as agreement and an element of self-censorship where every board member avoids rocking the boat. All of this was 作者: 玷污 時間: 2025-3-23 20:38 作者: indoctrinate 時間: 2025-3-24 00:31 作者: 寵愛 時間: 2025-3-24 05:53 作者: 藥物 時間: 2025-3-24 08:24
Gerry Brown,Randall S. PetersonPresent in-depth case studies of major global corporations.Illustrates the six dysfunctions of the boardroom and how they can be overcome.Identifies ways to strengthen boards, and improve their cultur作者: 不法行為 時間: 2025-3-24 14:40 作者: 拋物線 時間: 2025-3-24 17:13 作者: RODE 時間: 2025-3-24 21:02 作者: 自然環(huán)境 時間: 2025-3-25 02:54 作者: Goblet-Cells 時間: 2025-3-25 05:16 作者: 許可 時間: 2025-3-25 11:08
The Subordinated Board: Facebook a dominant CEO with a strong character, but sometimes it happens because of the way power within the organization is structured, for example if the chief executive is also a dominant shareholder and/or has the power to control appointments to the board. When this happens, it becomes hard—if not imp作者: fatuity 時間: 2025-3-25 14:20 作者: Hiatal-Hernia 時間: 2025-3-25 18:23 作者: Forsake 時間: 2025-3-25 21:49
The Bystander Board: BP and sion of responsibility manifests itself in the lack of challenge, enquiry and scrutiny especially by the independent directors. This can be especially dangerous when the company is faced with a major disaster such as BP and the explosion on one of its contracted oil rigs in the Gulf of Mexico. As a 作者: 半球 時間: 2025-3-26 02:17 作者: shrill 時間: 2025-3-26 07:31
The Conforming Board: Royal Bank of Scotlande for consensus in the boardroom, such as lack of independence, amplification of culture and missing key voices. Groupthink involves a shared Illusion of unanimity where silence is taken as agreement and an element of self-censorship where every board member avoids rocking the boat. All of this was 作者: 省略 時間: 2025-3-26 08:55 作者: 音樂學(xué)者 時間: 2025-3-26 15:32
Stakeholder Engagement drawn between stakeholder engagement and governance, the latter usually involving direct board representation by employees, customers and so on. We explain the practical barriers to engagement including that some stakeholders lack the necessary knowledge and experience to contribute effectively to 作者: 擦掉 時間: 2025-3-26 20:12 作者: anniversary 時間: 2025-3-26 22:40 作者: vasculitis 時間: 2025-3-27 01:56 作者: 社團 時間: 2025-3-27 05:31 作者: Intend 時間: 2025-3-27 10:29
entifies ways to strengthen boards, and improve their cultur.Why when companies come crashing down, do we hear of boards who have failed in their fiduciary duties? Or that they have been ignorant, complacent or downright complicit in these scandals and downfalls?..Of course, corporate scandals are n作者: Gudgeon 時間: 2025-3-27 16:39
Changing Board Culturee the change and achieve a truly effective boardroom culture. Part of this is how to spot problems before they occur and some of the questions which boards of directors need to ask themselves. Another critical issue is the role of the independent directors in making the right contributions to promote positive boardroom behaviour.作者: Recessive 時間: 2025-3-27 19:15
Improving Board Effectiveness: Practical Stepsthe functioning of boards including its committees, (3) selecting highly effective independent directors and (4) strengthening board culture. We also discuss the role and importance of board evaluation. We end by addressing the collective responsibility of all boardroom stakeholders, especially the role of regulators and investors.作者: LINE 時間: 2025-3-27 22:02
DNA Metabolism and Cell Proliferation,harmed. This chapter argues why board failure should be getting greater attention than it has—including that it has been with us for 300 years, across the world, and that the causes of these failures are both predictable and preventable if all concerned paid greater attention to board and organizational culture.作者: 詞根詞綴法 時間: 2025-3-28 05:51
https://doi.org/10.1007/978-3-7091-2969-2tors are well-intentioned and trying to do their best in a difficult world. But the road to hell is paved with good intentions. The unintended consequences for which other people pay the price take a number of forms. These exogenous costs range from job losses to environmental damage, health concerns, impaired communities and even death.作者: 珍奇 時間: 2025-3-28 08:14 作者: minimal 時間: 2025-3-28 11:43
https://doi.org/10.1007/978-3-7091-2969-2ently struggled to make any impact or rein in the senior executive team. It is corporate governance in name only. As founder, CEO and chairman of Facebook, Mark Zuckerberg wields immense control over the company’s governance, despite its publicly owned status.作者: MEET 時間: 2025-3-28 17:59
Uncertainties in Material Characteristicsle was engaged in ‘systematic compensation disparities against women pretty much across the entire workforce.’ This escalated in early 2018 to a class action discrimination action was brought against Google by women engineers, managers, salespeople and early childhood educators.作者: Mystic 時間: 2025-3-28 21:59
Structural Optimization with UncertaintiesUber pushed the boundaries to breaking point and then beyond. The company’s aggressive tendencies led Uber to break moral and ethical limits. That same cultural amplification permeated the culture of the board as well, with aggressive figures like Kalanick and his supporters dominating the boardroom and denying other stakeholders a voice.作者: 空氣傳播 時間: 2025-3-29 01:49
Structural Optimization with Uncertaintieses. The board did not initially respond to the crisis since they had contracted but did not own the rig. This was compounded by having a newly appointed chair with no experience of the sector and there were directors with little experience overseeing a large complex business.作者: 密切關(guān)系 時間: 2025-3-29 04:49
Introduction and Basic Conceptshe collapse of Arthur Andersen. They have failed to deal with conflicts of interest and too often put revenue generation ahead of sound audit for their customers. Controlling over 95 per cent of the audits of FTSE 350 companies, regulators are preparing plans to reform the sector and in the meantime the Big Four are receiving fines.作者: Bumptious 時間: 2025-3-29 08:21 作者: 公式 時間: 2025-3-29 12:42
Alexander Vladilinovich Rastorguev research evidence demonstrating that effective stakeholder engagement can help to increase the performance of companies and contribute to increased shareholder value. The recent growing interest by investors in Environmental, Social and Corporate Governance (ESG) and the board performances by companies in that respect is particularly noteworthy.作者: 相同 時間: 2025-3-29 15:36 作者: 不能仁慈 時間: 2025-3-29 20:23
Dealing with the Consequencestors are well-intentioned and trying to do their best in a difficult world. But the road to hell is paved with good intentions. The unintended consequences for which other people pay the price take a number of forms. These exogenous costs range from job losses to environmental damage, health concerns, impaired communities and even death.作者: hair-bulb 時間: 2025-3-30 01:58
Causes of Dysfunctional Cultured cultures and groupthink—but also clearly identifies how each of these in turn manifests in a particular type of dysfunction in boardroom behaviours over and over again in the present (and also in the past).作者: GUILT 時間: 2025-3-30 06:18
The Subordinated Board: Facebookently struggled to make any impact or rein in the senior executive team. It is corporate governance in name only. As founder, CEO and chairman of Facebook, Mark Zuckerberg wields immense control over the company’s governance, despite its publicly owned status.
