New living cases on corporate governance / Martin Hilb, editor
Contributor(s): Hilb, Martin [editor]
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Material type: ![materialTypeLabel](/opac-tmpl/lib/famfamfam/BK.png)
Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Accessible online | Circulation | Available | EB-00313 |
Includes bibliographical references.
Part I. The board of directors as a change agent
Family company governance case
University governance case
Start-up investor governance case
NPO governance case
Part II. The board of directors as a direction body
M&A governance case
Family company direction case
University direction case
Board of directors as a strategic sparring partner
Part III. The board of directors as an HR governance body
Reward governance case
Succession planning governance case
Owner-CEO collaboration case
Board-management collaboration case
Governance of gender diversity case
A case of responsible restructuring as good governance
Part IV. The board of directors as a controlling body
Subsidiary governance case
Financial competence on the board case
IPO governance case
Fraud governance case
Afterword : lessons learned from the living cases and from the global financial crisis
Keep it situational
Keep it strategic
Keep it integrated
Keep it controlled
Conclusion : search for sustainability and common sense
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