Titlebook: Leading a Board; Chairs’ Practices Ac Stanislav Shekshnia,Veronika Zagieva Book 2021Latest edition The Editor(s) (if applicable) and The Au

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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.

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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.

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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.

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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

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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