標(biāo)題: Titlebook: Leading a Board; Chairs’ Practices Ac Stanislav Shekshnia,Veronika Zagieva Book 20191st edition The Editor(s) (if applicable) and The Autho [打印本頁] 作者: CHARY 時(shí)間: 2025-3-21 19:51
書目名稱Leading a Board影響因子(影響力)
書目名稱Leading a Board影響因子(影響力)學(xué)科排名
書目名稱Leading a Board網(wǎng)絡(luò)公開度
書目名稱Leading a Board網(wǎng)絡(luò)公開度學(xué)科排名
書目名稱Leading a Board被引頻次
書目名稱Leading a Board被引頻次學(xué)科排名
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書目名稱Leading a Board年度引用學(xué)科排名
書目名稱Leading a Board讀者反饋
書目名稱Leading a Board讀者反饋學(xué)科排名
作者: 創(chuàng)造性 時(shí)間: 2025-3-21 20:24
The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Singapor作者: 植物茂盛 時(shí)間: 2025-3-22 00:51 作者: irritation 時(shí)間: 2025-3-22 08:01 作者: 友好 時(shí)間: 2025-3-22 10:58 作者: 一瞥 時(shí)間: 2025-3-22 15:45
The United Kingdom: Indirect Leadership,ut “taking up much space” and avoid the limelight. They engage directors in a collective effort, creating an environment for effective collaboration and encouraging productive behaviours by providing feedback and opportunities for collective and individual learning and development.作者: vertebrate 時(shí)間: 2025-3-22 17:37
Italy: Alignment for Effectiveness,chair in a similar way to other European countries, Italian tradition emphasizes the functions of conflict resolution and communication. Thus board leaders not only organize the work of the board and ensure compliance, but also interact intensely with key stakeholders, often in informal settings.作者: arrogant 時(shí)間: 2025-3-23 00:21 作者: sulcus 時(shí)間: 2025-3-23 03:06
Book 20191st edition book will benefit 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: SCORE 時(shí)間: 2025-3-23 08:31 作者: Cognizance 時(shí)間: 2025-3-23 12:54
Stanislav Shekshnia,Veronika Zagievadual omission of time and the Other from the scope of transcendental reflection. A path of thinking . the . thus becomes delineated that Levinas will untiringly come to explore in his struggle against the soliloquy of light and reason in the name of the Other.作者: Enzyme 時(shí)間: 2025-3-23 17:33
Stanislav Shekshniaary thinkers admit to having drawn on Husserl’s epistemology, each in his own capacity. In this paper, we shall try and apprehend the way Paul Ricoeur embraces that aspect of transcendental phenomenology that is related to historical experimentation and to the predicament of discursive thought and h作者: 救護(hù)車 時(shí)間: 2025-3-23 21:26
Mik van den Noortary thinkers admit to having drawn on Husserl’s epistemology, each in his own capacity. In this paper, we shall try and apprehend the way Paul Ricoeur embraces that aspect of transcendental phenomenology that is related to historical experimentation and to the predicament of discursive thought and h作者: Lipoprotein(A) 時(shí)間: 2025-3-24 01:23
Rolf Freyary thinkers admit to having drawn on Husserl’s epistemology, each in his own capacity. In this paper, we shall try and apprehend the way Paul Ricoeur embraces that aspect of transcendental phenomenology that is related to historical experimentation and to the predicament of discursive thought and h作者: epicondylitis 時(shí)間: 2025-3-24 05:45 作者: evaculate 時(shí)間: 2025-3-24 10:35 作者: chapel 時(shí)間: 2025-3-24 13:10
Russia: Powerful Moderation,actively 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: Indict 時(shí)間: 2025-3-24 16:29 作者: ascetic 時(shí)間: 2025-3-24 22:38 作者: idiopathic 時(shí)間: 2025-3-24 23:31 作者: 抗原 時(shí)間: 2025-3-25 05:01
The Netherlands: High Engagement in Building Institutions,asonable risks and when necessary help the business by working with customers, vendors and regulators. Chairs of Dutch companies use a variety of consensus-building strategies to prepare and make decisions that satisfy every director.作者: aplomb 時(shí)間: 2025-3-25 11:24
Switzerland: Diversity and Diplomacy,onductors”, and “the link between the board and the CEO”. They plan for the long term, ensure quality of board materials, and combine discipline and freedom of expression during board discussions. They work proactively with shareholders and executives on behalf of the board and bring the information they gather back to the directors.作者: 合并 時(shí)間: 2025-3-25 14:03 作者: DEBT 時(shí)間: 2025-3-25 18:57
Smooth Operator: The Chair as the Drive Belt of the German Governance System,and corporate governance guidelines, focusing the board’s work on a limited number of issues, maintaining order and discipline in the board room, and making specific efforts to reach out to employees’ representatives on the board.作者: obstruct 時(shí)間: 2025-3-25 21:25 作者: 食草 時(shí)間: 2025-3-26 01:59 作者: Gobble 時(shí)間: 2025-3-26 05:36 作者: NAG 時(shí)間: 2025-3-26 10:26 作者: AGONY 時(shí)間: 2025-3-26 14:25
Stanislav Shekshniaracing of how it has survived in contemporary works in so far as such system has become part and parcel of times past. On the one hand, one assumes that all the theoretical initiatives devised by a thinker at work materialize into a system of premises whose structure one is intent to unveil, as it g作者: 不斷的變動(dòng) 時(shí)間: 2025-3-26 17:07
Mik van den Noortracing of how it has survived in contemporary works in so far as such system has become part and parcel of times past. On the one hand, one assumes that all the theoretical initiatives devised by a thinker at work materialize into a system of premises whose structure one is intent to unveil, as it g作者: CURT 時(shí)間: 2025-3-26 21:49
Rolf Freyracing of how it has survived in contemporary works in so far as such system has become part and parcel of times past. On the one hand, one assumes that all the theoretical initiatives devised by a thinker at work materialize into a system of premises whose structure one is intent to unveil, as it g作者: 施舍 時(shí)間: 2025-3-27 03:59
Steen Buchreitz Jensen,Stanislav Shekshnia der Holledau n?rdlich von München, dessen Mitbesitzer er seit 1932 war. In der Tat war Daubert — mit einer wichtigen, hier nicht weiter zu verfolgenden Ausnahme. — nur bis zum Ausbruch des Ersten Weltkriegs als Philosoph aktiv. Nach dem Krieg, den er als freiwilliger Motorradfahrer mitmachte, wurde作者: 貪心 時(shí)間: 2025-3-27 05:47 作者: amorphous 時(shí)間: 2025-3-27 10:18 作者: 調(diào)色板 時(shí)間: 2025-3-27 14:23
The United Kingdom: Indirect Leadership,ut “taking up much space” and avoid the limelight. They engage directors in a collective effort, creating an environment for effective collaboration and encouraging productive behaviours by providing feedback and opportunities for collective and individual learning and development.作者: sperse 時(shí)間: 2025-3-27 19:33 作者: artifice 時(shí)間: 2025-3-27 22:01
Switzerland: Diversity and Diplomacy,n 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 quality of board materials, and combine discipline and f作者: chapel 時(shí)間: 2025-3-28 03:17
Denmark: Attentive Master of the Boardroom,. They 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 fie作者: entail 時(shí)間: 2025-3-28 09:56
Italy: Alignment for Effectiveness,chair in a similar way to other European countries, Italian tradition emphasizes the functions of conflict resolution and communication. Thus board leaders not only organize the work of the board and ensure compliance, but also interact intensely with key stakeholders, often in informal settings.作者: buoyant 時(shí)間: 2025-3-28 13:37
Smooth Operator: The Chair as the Drive Belt of the German Governance System,ry 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 board room, and 作者: 格言 時(shí)間: 2025-3-28 14:39
Turkey: Between Traditional and Modern Leadership,o the social status of those they work with—board members, shareholders and executives. They 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. At the sam作者: packet 時(shí)間: 2025-3-28 22:06 作者: 漂亮 時(shí)間: 2025-3-28 23:56 作者: visual-cortex 時(shí)間: 2025-3-29 06:36
10樓作者: farewell 時(shí)間: 2025-3-29 09:46
10樓作者: fleeting 時(shí)間: 2025-3-29 12:11
10樓作者: 微枝末節(jié) 時(shí)間: 2025-3-29 17:01
10樓
