Titlebook: Global Boards; One Desire, Many Rea Andrew Kakabadse (Professor of International Manag Book 2009 Palgrave Macmillan, a division of Macmilla

戰(zhàn)神

書目名稱Global Boards影響因子(影響力)




書目名稱Global Boards影響因子(影響力)學(xué)科排名




書目名稱Global Boards網(wǎng)絡(luò)公開度




書目名稱Global Boards網(wǎng)絡(luò)公開度學(xué)科排名




書目名稱Global Boards被引頻次




書目名稱Global Boards被引頻次學(xué)科排名




書目名稱Global Boards年度引用




書目名稱Global Boards年度引用學(xué)科排名




書目名稱Global Boards讀者反饋




書目名稱Global Boards讀者反饋學(xué)科排名

Induction

犬儒主義者

https://doi.org/10.1007/978-3-662-12033-0il comparatively recently very few companies have evaluated the effectiveness of their board. In 2002, Professor Jeffrey Sonnenfeld commented that effective board evaluation was simply not taking place:.The situation has moved on significantly in recent years. Board evaluation has rapidly become one

glowing

Conspiracy

,Kraftwasser- oder Pre?wasserf?rderanlagen,20 Chinese companies were ranked as the world’s largest companies according to the Fortune Global 500 list (Lodge, 2007), giving a clear signal that Napoleon’s “sleeping dragon” has woken and will be soon spitting fire. Concurrently, the governance structures (.) of Chinese enterprises have also und

血友病

血友病

Goblet-Cells

https://doi.org/10.1007/978-981-15-0761-8ature of the improvement of governance systems continues. The traditional focus on the separation of control from ownership is seen as key to determining the company’s strategic development — in effect to steward how power is exercised (Berle and Means, 1932). From there on in, it took nearly 40 yea

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