書目名稱Great Companies Deserve Great Boards影響因子(影響力)學(xué)科排名
書目名稱Great Companies Deserve Great Boards網(wǎng)絡(luò)公開度
書目名稱Great Companies Deserve Great Boards網(wǎng)絡(luò)公開度學(xué)科排名
書目名稱Great Companies Deserve Great Boards被引頻次
書目名稱Great Companies Deserve Great Boards被引頻次學(xué)科排名
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書目名稱Great Companies Deserve Great Boards年度引用學(xué)科排名
書目名稱Great Companies Deserve Great Boards讀者反饋
書目名稱Great Companies Deserve Great Boards讀者反饋學(xué)科排名
作者: Introduction 時間: 2025-3-22 00:07 作者: Clumsy 時間: 2025-3-22 02:47 作者: ADAGE 時間: 2025-3-22 05:23
,Board Committees—and How to Work With Them,boards have more than these three committees, such as Finance, Risk, or Corporate Social Responsibility. Others have adopted different names for the three core committees that may denote an expanded committee role or may reflect the company’s heritage. For example, a “Board Affairs Committee” typica作者: 開玩笑 時間: 2025-3-22 10:23 作者: 英寸 時間: 2025-3-22 16:04
,CEO Succession—The Most Important Decision Your Board Will Make,ly by the CEO, with fairly minimal board involvement. Boards rarely challenged the CEO’s selection of a successor, and they typically ratified that choice with minimal debate, taking the view: “The CEO knows the job and knows his people better than the board ever will. Why would we seek to interfere作者: 英寸 時間: 2025-3-22 19:33
,Sitting on Another Company’s Board, actually serving as a director seems an almost obvious step in any CEO’s career path. Yet not every CEO takes this step. A 2009 study by Spencer Stuart. found that only half of the CEOs of S&P 500 companies serve on other public companies’ boards. In fact, some companies actually forbid their CEOs 作者: 制造 時間: 2025-3-22 22:03
,As You Move Forward …,ssful are: (1) A failure to understand and address all eight components that factor into board effectiveness. (2) Asking for greater openness between the board and CEO but responding in a way that is defensive or critical when you get it. (3) Delegation of board changes that require leadership from 作者: Arresting 時間: 2025-3-23 03:16
https://doi.org/10.1007/978-1-4615-4835-5l CEO” was the norm: CEOs selected their board members—often close friends—and board appointments were almost honorific. That changed in 2001 with the fall of Enron and the scandals at Tyco, WorldCom, Adelphia, and others, as well as the passage of the Sarbanes-Oxley Act and the NYSE and Nasdaq’s in作者: Robust 時間: 2025-3-23 06:44
Beno?t Igne,Gary McGeorge,Zhenqi Shirking relationship with that board. There are six things that any new CEO should consider doing to get that working relationship off to a great start. The timing of these may vary, depending on whether your predecessor continues to serve as Chairman subsequent to your appointment as CEO.作者: 吼叫 時間: 2025-3-23 13:03
https://doi.org/10.1007/978-94-010-0954-6nal surveys of U.S. public company directors about their top priorities.. Despite its importance, few directors give their boards high marks in this area; in a 2009 survey, less than 20 percent rated their boards as “highly effective” on strategy issues.. As this study suggests, there is clearly roo作者: GLEAN 時間: 2025-3-23 15:29
G. Birkenmeier,H. Heatherly,E. Leeboards have more than these three committees, such as Finance, Risk, or Corporate Social Responsibility. Others have adopted different names for the three core committees that may denote an expanded committee role or may reflect the company’s heritage. For example, a “Board Affairs Committee” typica作者: 細胞學(xué) 時間: 2025-3-23 20:46
Near-field Nano/Atom Optics and Technologys small wonder that changes to board composition figure prominently on many CEO’s boardroom agendas: Composition is often the single biggest factor impacting a board’s effectiveness—and one that is typically poorly managed by the board, itself. Many boards will continue to renominate directors whose作者: 青少年 時間: 2025-3-24 01:34 作者: 牢騷 時間: 2025-3-24 02:39
https://doi.org/10.1007/978-1-4612-4762-3 actually serving as a director seems an almost obvious step in any CEO’s career path. Yet not every CEO takes this step. A 2009 study by Spencer Stuart. found that only half of the CEOs of S&P 500 companies serve on other public companies’ boards. In fact, some companies actually forbid their CEOs 作者: 共同時代 時間: 2025-3-24 08:33
Carol C. Menassa,Wilson Ortiz-Vegassful are: (1) A failure to understand and address all eight components that factor into board effectiveness. (2) Asking for greater openness between the board and CEO but responding in a way that is defensive or critical when you get it. (3) Delegation of board changes that require leadership from 作者: 狂亂 時間: 2025-3-24 12:11
https://doi.org/10.1007/978-1-4615-4835-5troduction of new corporate governance rules designed to strengthen board independence from management. These changes were further amplified with the collapse of Lehman Brothers and Bear Stearns, followed by the debacles at AIG, General Motors, and Bank of America.作者: tenuous 時間: 2025-3-24 15:18
Introduction: Welcome to the Boardroom,troduction of new corporate governance rules designed to strengthen board independence from management. These changes were further amplified with the collapse of Lehman Brothers and Bear Stearns, followed by the debacles at AIG, General Motors, and Bank of America.作者: 極小量 時間: 2025-3-24 22:37 作者: 癡呆 時間: 2025-3-25 01:59 作者: justify 時間: 2025-3-25 05:13 作者: concise 時間: 2025-3-25 09:51 作者: 虛弱的神經(jīng) 時間: 2025-3-25 12:56
Transforming Your Board,priate, the alternative is often considered worse: The awkward conversation in which an accomplished businessperson—and undoubtedly very loyal director—is informed that she is not being renominated for another term.作者: expeditious 時間: 2025-3-25 16:34 作者: 過于平凡 時間: 2025-3-25 21:16 作者: 娘娘腔 時間: 2025-3-26 00:42
https://doi.org/10.1007/978-1-4612-4762-3rt. found that only half of the CEOs of S&P 500 companies serve on other public companies’ boards. In fact, some companies actually forbid their CEOs and senior executives from serving on outside boards, citing three main reasons for this position:作者: 變化無常 時間: 2025-3-26 04:58 作者: 斗志 時間: 2025-3-26 11:45 作者: debouch 時間: 2025-3-26 16:18
Carol C. Menassa,Wilson Ortiz-Vegassful are: (1) A failure to understand and address all eight components that factor into board effectiveness. (2) Asking for greater openness between the board and CEO but responding in a way that is defensive or critical when you get it. (3) Delegation of board changes that require leadership from the CEO.作者: 等級的上升 時間: 2025-3-26 17:40
Boardroom Priorities for New CEOs,rking relationship with that board. There are six things that any new CEO should consider doing to get that working relationship off to a great start. The timing of these may vary, depending on whether your predecessor continues to serve as Chairman subsequent to your appointment as CEO.作者: carotenoids 時間: 2025-3-26 22:05
,CEO Succession—The Most Important Decision Your Board Will Make,ly by the CEO, with fairly minimal board involvement. Boards rarely challenged the CEO’s selection of a successor, and they typically ratified that choice with minimal debate, taking the view: “The CEO knows the job and knows his people better than the board ever will. Why would we seek to interfere with the CEO’s recommendation?”作者: Synthesize 時間: 2025-3-27 05:08
,As You Move Forward …,ssful are: (1) A failure to understand and address all eight components that factor into board effectiveness. (2) Asking for greater openness between the board and CEO but responding in a way that is defensive or critical when you get it. (3) Delegation of board changes that require leadership from the CEO.作者: jumble 時間: 2025-3-27 08:38
Coevolution of Town and Gown: The Heidelberg International Building Exhibition in Search of a Knowle structurally, and financially. Though unable to fund the construction of buildings themselves, the IBA Heidelberg generates and shapes ideas and brings together project leaders and decision-makers in the fields of education, science, and research to address future challenges and potential in the “knowledge pearl” that Heidelberg represents.作者: 王得到 時間: 2025-3-27 10:29 作者: Ebct207 時間: 2025-3-27 14:33 作者: 感情脆弱 時間: 2025-3-27 21:10
,Konfigurationen von new employment relationships – Zur (In-)Stabilit?t von Arbeitsbeziehungen mit hwiederkehrenden Tauschbeziehung über einen ?quivalententausch hinausgehen kann und sich als stabiles wechselseitig akzeptiertes Muster der Zusammenarbeit zwischen Arbeitgebern und Arbeitskr?ften offenbart.作者: 壓迫 時間: 2025-3-27 22:51
An Automatic Unsupervised Method Based on Context-Sensitive Spectral Angle Mapper for Change Detectind interactions with animals. Animal pollination will be presented considering human environmental impacts, invasive species, fragmentation and climate change. We conclude by presenting perspectives for future research.作者: growth-factor 時間: 2025-3-28 05:17 作者: 實現(xiàn) 時間: 2025-3-28 08:34 作者: Immobilize 時間: 2025-3-28 11:56
