Boards, Governance and Value Creation: The Human Side of Corporate Governance

Cambridge University Press, 2007 M04 19
What is the role of boards in corporate governance? How should they be structured in order to maximize value creation? This 2007 book looks at the role of boards in a variety of different countries and contexts, from small and medium-sized enterprises to large corporations. It explores the working style of boards and how they can best achieve their task expectations. Board effectiveness and value creation are shown to be the results of interactions between owners, managers, board members and other actors. Board behaviour is thus seen to be a result of strategizing, norms, board leadership, and the decision-making culture within the boardroom. Combining value creation, behavioural and ethical approaches to the study of boards, this work offers a systematic framework which will be of value to graduate students and researchers in the field of corporate social responsibility and business ethics.

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Board tasks
Only an odd number of people can lead a corporation
The context and resources are presented in this chapter The
Table 56 Tasks and identities of outside directors in SMEs
Chap 2 Chap 2 External actors Internal actors Chap 5

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Morten Huse is Professor of Innovation and Economic Organization at the Norwegian School of Management and Visiting Long-Term Research Professor in the Department of Strategy at Bocconi University, Milan.

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