Titlebook: Authentic Governance; Aligning Personal Go Hubert Rampersad, , Ph.D.,Saleh Hussain, MBA Book 2014 Springer International Publishing Switzer

TINGE

書目名稱Authentic Governance影響因子(影響力)




書目名稱Authentic Governance影響因子(影響力)學(xué)科排名




書目名稱Authentic Governance網(wǎng)絡(luò)公開度




書目名稱Authentic Governance網(wǎng)絡(luò)公開度學(xué)科排名




書目名稱Authentic Governance被引頻次




書目名稱Authentic Governance被引頻次學(xué)科排名




書目名稱Authentic Governance年度引用




書目名稱Authentic Governance年度引用學(xué)科排名




書目名稱Authentic Governance讀者反饋




書目名稱Authentic Governance讀者反饋學(xué)科排名

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978-3-319-35267-1Springer International Publishing Switzerland 2014

上下連貫

Germany‘s New Security DemographicsOver the past years, we’ve heard and read plenty about how boards of directors should behave more responsible in the light of corporate governance. Despite all these efforts, many implementations of corporate governance provide no protection from potentially catastrophic ethical failures.

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拾落穗

Interviews with Jan T. Gross (2007/2009)Corporate governance has no value unless you implement and cultivate the corporate ambition and balanced scorecard effectively to make them a reality. This entails the third stage in the authentic corporate governance model; see Fig. 9.1.

Arbitrary

jagged

Personal GovernancePersonal balanced scorecard has no value unless you implement it effectively to make it a reality. This entails the third stage in the authentic personal governance model; see Fig. 5.1.

FOR

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