標(biāo)題: Titlebook: Leading a Board; Chairs’ Practices Ac Stanislav Shekshnia,Veronika Zagieva Book 2021Latest edition The Editor(s) (if applicable) and The Au [打印本頁] 作者: 表范圍 時(shí)間: 2025-3-21 17:34
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書目名稱Leading a Board讀者反饋學(xué)科排名
作者: bile648 時(shí)間: 2025-3-21 22:05
an assessment of the impact of the COVID-19 pandemic on the.This book represents the first cross-country study of the work of board?chairs in Europe. .It focuses on what board leaders actually do, rather than what they?should do, and elaborates on a conceptual contingency framework for?understandin作者: amputation 時(shí)間: 2025-3-22 02:37 作者: Estimable 時(shí)間: 2025-3-22 04:53
Denmark: Attentive Master of the Boardroom,ws and deal with disagreements in a proactive way. Board chairs work proactively with all stakeholders and, most importantly, shareholders, yet fiercely protect their independence and authority over board matters.作者: 石墨 時(shí)間: 2025-3-22 10:56 作者: NOVA 時(shí)間: 2025-3-22 13:11
Turkey: Between Traditional and Modern Leadership,vily on social contacts and informal relations to get things done, and place a high value on social events such as dinners, outings and conferences. At the same time chairs take on the role of facilitators and mentors vis-à-vis their boards and their members.作者: 禁止,切斷 時(shí)間: 2025-3-22 20:35
Book 2021Latest editions they lead.?. . . .The book benefits?incumbent and future chairs, directors, shareholders,?CEOs, executives and regulators in developing a systemic understanding of?the work of a chair in the European business context and gaining insights?into how the leader of the board deals with specific challenges..作者: Microaneurysm 時(shí)間: 2025-3-22 22:12 作者: emulsify 時(shí)間: 2025-3-23 04:17 作者: BLAZE 時(shí)間: 2025-3-23 07:22 作者: 哄騙 時(shí)間: 2025-3-23 12:19 作者: 顛簸下上 時(shí)間: 2025-3-23 15:02
Finland: Powerful Downplay,pening. They ensure an adequate level of understanding in the boardroom by providing adequate materials and learning about the business on behalf of the board. They also provide time and create a safe space for collective discussions, as well as engaging the management and actively using technology.作者: JADED 時(shí)間: 2025-3-23 18:54 作者: Explicate 時(shí)間: 2025-3-24 00:12
Italy: Alignment for Effectiveness,ng the pandemic some Italian chairs played the role of “industry connectors”—they actively liaised with their counterparts from other companies, banks and regulators in order to learn about their responses to the crisis and bring this knowledge back to the board.作者: 惰性氣體 時(shí)間: 2025-3-24 06:04 作者: Constituent 時(shí)間: 2025-3-24 09:53
Russia: Powerful Moderation,tively with significant shareholders, whom they often consider to be their ultimate masters. Engagement with CEOs is also high on their agenda, but it takes various forms—from dominant mentoring to advising—depending on the social status of the parties involved and their relationship to ownership.作者: 貪婪的人 時(shí)間: 2025-3-24 11:10 作者: 極肥胖 時(shí)間: 2025-3-24 16:50
Stanislav Shekshnia,Veronika Zagieva from and involves a modification of the more ordinary meaning of “l(fā)inguistic sense,” for which he reserves the term “.” (. I, 285 [294]). While this distinction is essentially a limitation of the term “.” to a certain class of acts, the fact that the acts to which the notion is generalized have dif作者: OUTRE 時(shí)間: 2025-3-24 21:44 作者: chemical-peel 時(shí)間: 2025-3-25 00:45
Mik van den Noortmust now turn. Our concern is to understand the development of his thought as he moved from Brentano’s object-theory to his own theory of intentionality. This theory reaches its mature form no earlier than 1913 and the publication of . I,. although even then the doctrine of the noema requires furthe作者: TEN 時(shí)間: 2025-3-25 04:56 作者: Muscularis 時(shí)間: 2025-3-25 08:13
Steen Buchreitz Jensen,Stanislav Shekshnia from and involves a modification of the more ordinary meaning of “l(fā)inguistic sense,” for which he reserves the term “.” (. I, 285 [294]). While this distinction is essentially a limitation of the term “.” to a certain class of acts, the fact that the acts to which the notion is generalized have dif作者: SOBER 時(shí)間: 2025-3-25 14:40
Liselotte Engstamomains, in particular to cognitive science. The book thus prepares the way for a detailed point-by-point set of connections between Husserl’s phenomenology and contemporary cognitive science.978-3-319-26696-1978-3-319-26698-5Series ISSN 2211-4548 Series E-ISSN 2211-4556 作者: superfluous 時(shí)間: 2025-3-25 18:28 作者: 品嘗你的人 時(shí)間: 2025-3-25 21:18
Stanislav Shekshniaote, ?c’est en premier lieu dans l’être vivant?, et plus précisément dans le rapport de l’ame au corps, qu’il est possible de saisir l’., le principe ou l’origine de l’autorité politique.. Faut-il admettre, en d’autres termes, que la constitution du corps propre précède, en un sens transcendantal, e作者: phytochemicals 時(shí)間: 2025-3-26 01:20 作者: 憤怒事實(shí) 時(shí)間: 2025-3-26 07:37
Stanislav Shekshnia,Bertrand Richardote, ?c’est en premier lieu dans l’être vivant?, et plus précisément dans le rapport de l’ame au corps, qu’il est possible de saisir l’., le principe ou l’origine de l’autorité politique.. Faut-il admettre, en d’autres termes, que la constitution du corps propre précède, en un sens transcendantal, e作者: Increment 時(shí)間: 2025-3-26 12:23 作者: Ataxia 時(shí)間: 2025-3-26 14:25
Carlos Losada,Yuliya Ponomarevaichen, die wir als Gegenwart für eine fremde Gegenwart zusammenfassen k?nnen. Die Reformulierung in temporalen Begriffen ist deshalb keine überflüssige Zugabe, sondern in den fundamentalen gedanklichen Anf?ngen der Husserlschen Ph?nomenologie angelegt.作者: 過渡時(shí)期 時(shí)間: 2025-3-26 19:36 作者: RECUR 時(shí)間: 2025-3-27 00:39 作者: 的闡明 時(shí)間: 2025-3-27 02:45
Ekaterina Ryasentseva,Veronika Zagievaragen und l??t sie nur als Ph?nomene in der Reduktion gelten. Damit k?nnen sie jedoch nicht als Subjekte aufgefa?t werden, für die eine philosophische Erkenntnis gültig oder ungültig sein kann.. Wegen seiner methodischen Ausschaltung alles Ich-fremden scheint das ph?nomenologische Begründungsverfahr作者: concise 時(shí)間: 2025-3-27 08:09
Stanislav Shekshnia,Veronika Zagievaragen und l??t sie nur als Ph?nomene in der Reduktion gelten. Damit k?nnen sie jedoch nicht als Subjekte aufgefa?t werden, für die eine philosophische Erkenntnis gültig oder ungültig sein kann.. Wegen seiner methodischen Ausschaltung alles Ich-fremden scheint das ph?nomenologische Begründungsverfahr作者: Dna262 時(shí)間: 2025-3-27 10:42
Filipe Morais,Andrew Kakabadsebleibt. Sie kann nur dann einen intersubjektiv-orientierten Begründungsstatus erreichen, wenn sie in ihrer konsequenten Durchführung ihrem eigenen Sinne gem?? zu einer Ph?nomenologie der transzendentalen Intersubjektivit?t und damit zu einer Transzendentalphilosophie überhaupt führen kann.作者: Glower 時(shí)間: 2025-3-27 13:54
ance of the Ideen, offering scholarly discussion of the issues raised by his ideas as well as by the figures who took part in critical phenomenological dialogue with them. Among the topics discussed are autism, empathy, the nature of the emotions, the method and practice of phenomenology, the founda作者: BLINK 時(shí)間: 2025-3-27 20:21
The United Kingdom: Indirect Leadership, and adaptability. They quickly moved their board meetings into an online format, increased the frequency of their interactions and adjusted their agendas. Chairs of UK companies also significantly increased their time commitment and made themselves available round the clock. At the same time, most 作者: 貨物 時(shí)間: 2025-3-28 01:34
Chairs in France: Conducting a Grand Orchestra,ood company knowledge but stay out of operational issues. They delegate the financial side of shareholder relationships to the management and concentrate on governance. Effective chairs support their CEOs by mentoring them, serving as their sounding boards, providing “air cover” and opening doors fo作者: Boycott 時(shí)間: 2025-3-28 04:28
,?CEOs, executives and regulators in developing a systemic understanding of?the work of a chair in the European business context and gaining insights?into how the leader of the board deals with specific challenges..978-981-16-0727-1作者: 最后一個(gè) 時(shí)間: 2025-3-28 06:21 作者: adipose-tissue 時(shí)間: 2025-3-28 14:15 作者: insomnia 時(shí)間: 2025-3-28 15:06 作者: Pulmonary-Veins 時(shí)間: 2025-3-28 21:53 作者: 斷斷續(xù)續(xù) 時(shí)間: 2025-3-29 00:25
Switzerland: Diplomacy and Diversity, effective board of directors as a core element of such development. Swiss board leaders describe themselves as “first among equals”, “shepherds”, “conductors” and “the link between the board and the CEO”. They plan for the long term, ensure the quality of board materials, and combine discipline and作者: 貨物 時(shí)間: 2025-3-29 05:20
Denmark: Attentive Master of the Boardroom,hey are informal, candid and accessible. They encourage everyone to speak their minds with vigour and determination, are not afraid of conflicting views and deal with disagreements in a proactive way. Board chairs work proactively with all stakeholders and, most importantly, shareholders, yet fierce作者: CREEK 時(shí)間: 2025-3-29 09:13 作者: 種植,培養(yǎng) 時(shí)間: 2025-3-29 12:23 作者: armistice 時(shí)間: 2025-3-29 19:09 作者: 現(xiàn)存 時(shí)間: 2025-3-29 20:50
Smooth Operator: The Chair as the Drive Belt of the German Governance System,employee representation on the supervisory board. Board leaders deal with these and other challenges by being very diligent with regard to the law and corporate governance guidelines, focusing the board’s work on a limited number of issues, maintaining order and discipline in the boardroom, and maki作者: Constant 時(shí)間: 2025-3-30 03:38 作者: Affable 時(shí)間: 2025-3-30 06:09 作者: gorgeous 時(shí)間: 2025-3-30 11:23
Spain: From Honoured Authorities to Articulators of Expectations,taining a shared vision and reconciling different shareholder and stakeholder interests with the goal of generating value for the company in the short, medium and long term. Maintaining ongoing and sometimes intense relationships with the most relevant stakeholders—especially shareholders, members o作者: 敵意 時(shí)間: 2025-3-30 15:24 作者: 挑剔為人 時(shí)間: 2025-3-30 19:12
Turkey: Between Traditional and Modern Leadership,the social status of those they work with—board members, shareholders and executives. They maintain a focus on performance and relationships, rely heavily on social contacts and informal relations to get things done, and place a high value on social events such as dinners, outings and conferences. A作者: orthodox 時(shí)間: 2025-3-30 21:43 作者: 配偶 時(shí)間: 2025-3-31 02:09
,“Top Fives” of Chairing a Board in Europe,uropean board chairs, identify six potential traps a European chair should be aware of and describe five personal attributes that make a chair effective in the European context. We conclude the chapter by presenting one highly original chair practice from each of the 14 countries.作者: CON 時(shí)間: 2025-3-31 05:16
