How to Make Boards Work offers a unique view of the thinking and doing of governance. The outside-in perspective offers a holistic framework highlighting how global cultural, social and political diversity impact boards of directors. The inside-out perspective emphasizes how governance and boards can effectively realize sustainable value creation.
How to Make Boards Work offers a unique view of the thinking and doing of governance. The outside-in perspective offers a holistic framework highlighting how global cultural, social and political diversity impact boards of directors. The inside-out perspective emphasizes how governance and boards can effectively realize sustainable value creation.
Ouarda Dsouli, PhD Postgraduate Researcher, University of Northampton, UKJessica Hong Yang, Henley Business School, Reading University, UK Frank Horwitz, Director of School, Cranfield School of Management, UKAndrew Kakabadse, Professor International Management Development, Cranfield School of Management, UKNada Kakabadse, Professor in Management and Business Research, Northampton Business School, University of Northampton, UKNadeem Khan, PhD Researcher, University of Northampton, UK Reeves Knyght, Managing Partner, Mayfair Investment Management Ltd, UKAbigail Levrau, Doctor Assistant- Member of the Management Committee, University of Gent-Vlerick Business School / GUBERNA, Belgium Filipe Morais, Post Graduate Researcher, Northampton Business School, University of Northampton, UK.Chris Pierce, CEO, Global Governance Services Ltd, UKAdrian Pryce, Senior Lecturer, Northampton Business School, University of Northampton, UKLutgart Van den Berghe, Professor of Corporate Governance & Executive Director, University of Gent-Vlerick Business School / GUBERNA, Belgium
Inhaltsangabe
List of Figures List of Tables List of Contributors Introduction Andrew Kakabadse and Lutgart Van den Berghe 1 PART I. THE 'OUTSIDE IN' PERSPECTIVE 1. Exposing the 20th Century Corporation. Redesigning 21st Century Boards and Board Performance; Nadeem Khan and Nada Korac-Kakabadse 2. Corporate Income Inequality and Corporate Performance. Any Correlations?; Filipe Morais, Andrew Kakabadse, Nada K. Kakabadse and Adrian Pryce 3. How Chinese Styled Executive Remuneration Works. Evidence from Chinese Red-Chips; Jessica Hong Yang and Nada Kakabadse 4. The Secret to Boards in Reinventing Themselves; Ouarda Dsouli, Nadeem Khan and Nada Korac-Kakabadse 5 . Reinventing Board Effectiveness; Lutgart Van den Berghe and Abigail Levrau 6. Fine-tuning Board Effectiveness is not Enough; Lutgart Van den Berghe and Abigail Levrau PART II. THE 'INSIDE OUT' PERSPECTIVE 7. An Effective Board Makes the Necessary Trade-offs; Lutgart Van den Berghe and Abigail Levrau 8. Promoting Effective Board Decision-making, the Essence of Good Governance; Lutgart Van den Berghe and Abigail Levrau 9. The Appropriate Board Chair. A Reality Check; Abigail Levrau and Lutgart Van den Berghe 10. The Leadership Attributes of the Chairman of the Board. An International Study; Andrew Kakabadse, Nada Kakabadse, Chris Pierce and Frank Horwitz 11. CEO/Chairman Role Duality Desire. Resistance to Separation Irrespective of Effect; Nada K. Kakabadse, Andrew Kakabadse and Reeves Knyght 12. High Performing Chairmen. the Older the Better; Nada K. Kakabadse, Reeves Knyght and Andrew Kakabadse 13. Aligning the Board. The Chairman's Secret; Nada K. Kakabadse, Reeves Knyght and Andrew Kakabadse Index
List of Figures List of Tables List of Contributors Introduction Andrew Kakabadse and Lutgart Van den Berghe 1 PART I. THE 'OUTSIDE IN' PERSPECTIVE 1. Exposing the 20th Century Corporation. Redesigning 21st Century Boards and Board Performance; Nadeem Khan and Nada Korac-Kakabadse 2. Corporate Income Inequality and Corporate Performance. Any Correlations?; Filipe Morais, Andrew Kakabadse, Nada K. Kakabadse and Adrian Pryce 3. How Chinese Styled Executive Remuneration Works. Evidence from Chinese Red-Chips; Jessica Hong Yang and Nada Kakabadse 4. The Secret to Boards in Reinventing Themselves; Ouarda Dsouli, Nadeem Khan and Nada Korac-Kakabadse 5 . Reinventing Board Effectiveness; Lutgart Van den Berghe and Abigail Levrau 6. Fine-tuning Board Effectiveness is not Enough; Lutgart Van den Berghe and Abigail Levrau PART II. THE 'INSIDE OUT' PERSPECTIVE 7. An Effective Board Makes the Necessary Trade-offs; Lutgart Van den Berghe and Abigail Levrau 8. Promoting Effective Board Decision-making, the Essence of Good Governance; Lutgart Van den Berghe and Abigail Levrau 9. The Appropriate Board Chair. A Reality Check; Abigail Levrau and Lutgart Van den Berghe 10. The Leadership Attributes of the Chairman of the Board. An International Study; Andrew Kakabadse, Nada Kakabadse, Chris Pierce and Frank Horwitz 11. CEO/Chairman Role Duality Desire. Resistance to Separation Irrespective of Effect; Nada K. Kakabadse, Andrew Kakabadse and Reeves Knyght 12. High Performing Chairmen. the Older the Better; Nada K. Kakabadse, Reeves Knyght and Andrew Kakabadse 13. Aligning the Board. The Chairman's Secret; Nada K. Kakabadse, Reeves Knyght and Andrew Kakabadse Index
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