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Titlebook: Disaster in the Boardroom; Six Dysfunctions Eve Gerry Brown,Randall S. Peterson Book 2022 The Editor(s) (if applicable) and The Author(s),

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發(fā)表于 2025-3-21 16:58:06 | 只看該作者 |倒序?yàn)g覽 |閱讀模式
書(shū)目名稱Disaster in the Boardroom
副標(biāo)題Six Dysfunctions Eve
編輯Gerry Brown,Randall S. Peterson
視頻videohttp://file.papertrans.cn/281/280886/280886.mp4
概述Present 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
圖書(shū)封面Titlebook: Disaster in the Boardroom; Six Dysfunctions Eve Gerry Brown,Randall S. Peterson Book 2022 The Editor(s) (if applicable) and The Author(s),
描述.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 nothing new, nor are they limited to any one geography. They are a damning indictment of our systems of corporate governance around the world. And yet, despite this frequency, little or nothing changes. We shrug and move on, accepting they are an unavoidable part of the system that produces incredible wealth for economies and societies. But it should not be that way. .Disaster in the Boardroom. shows how boards can be better. Looking at why these scandals happen, authors Peterson and Brown present in-depth case studies of major global corporations – including recent contemporary scandals associated with companies such as BP, Facebook and Uber – using the optic of their unique, original and compelling ‘six dysfunctions of the board’ analysis to reveal their particularities but also how they can be overcome...In this book, Brown and Peterson explore common attributes of scandals such as lack of independence from management, missing key voices, cultu
出版日期Book 2022
關(guān)鍵詞corporate scandal; Director; non-executive director; organization; corporate negligence
版次1
doihttps://doi.org/10.1007/978-3-030-91658-9
isbn_softcover978-3-030-91660-2
isbn_ebook978-3-030-91658-9
copyrightThe Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerl
The information of publication is updating

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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
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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
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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
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