| 000 | 05247nam a22004453i 4500 | ||
|---|---|---|---|
| 001 | EBC5330073 | ||
| 003 | MiAaPQ | ||
| 005 | 20240724113101.0 | ||
| 006 | m o d | | ||
| 007 | cr cnu|||||||| | ||
| 008 | 240724s2018 xx o ||||0 eng d | ||
| 020 |
_a9781472938046 _q(electronic bk.) |
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| 020 | _z9781472938060 | ||
| 035 | _a(MiAaPQ)EBC5330073 | ||
| 035 | _a(Au-PeEL)EBL5330073 | ||
| 035 | _a(CaPaEBR)ebr11534374 | ||
| 035 | _a(OCoLC)1030039257 | ||
| 040 |
_aMiAaPQ _beng _erda _epn _cMiAaPQ _dMiAaPQ |
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| 050 | 4 | _aHD2745 .S754 2018 | |
| 082 | 0 | _a658.422 | |
| 100 | 1 | _aStigter, Marc. | |
| 245 | 1 | 0 |
_aBoards That Dare : _bHow to Future-Proof Today's Corporate Boards. |
| 250 | _a1st ed. | ||
| 264 | 1 |
_aLondon : _bBloomsbury Publishing Plc, _c2018. |
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| 264 | 4 | _c©2018. | |
| 300 | _a1 online resource (201 pages) | ||
| 336 |
_atext _btxt _2rdacontent |
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| 337 |
_acomputer _bc _2rdamedia |
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| 338 |
_aonline resource _bcr _2rdacarrier |
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| 505 | 0 | _aCover page -- Halftitle page -- Title page -- Copyright page -- Dedication page -- CONTENTS -- ACKNOWLEDGEMENTS -- ABOUT THE AUTHORS -- 1 The case for future-proofing -- Even faster-moving but still holding on -- Daring to take a hard look -- Governance dysfunction in 'being' -- Impacts of 'overlooking' or 'encouraging' -- The rise of tax shaming -- The challenge: beyond shareholder activism -- Preparing for bigger and bolder shareholder activists -- Why an insurrection of shareholder activists? -- Preparing for bigger and bolder consumer activists -- From activism to populism -- Preparing for 'anti-corporate populism' -- The opportunity: reframing value and care -- Boards will really need to care -- Corporate Social Responsibility is dead -- Questions around Shared Value in practice -- Audacious daring or whitewashing? -- Reputations at risk -- The future-proofing opportunity -- 2 Boards that CAN -- A different road ahead -- The powerless past -- The passive present -- The unleashing future -- A new governance practice -- A deeper and broader role in strategy -- From unlocking to creating to scrutinizing -- A different composition needed -- An enhanced set of attributes -- 3 Boards that KNOW -- 'Sorry, we didn't know' -- Going back to the future -- Take control of information needs! -- Chock them full of 'facts' -- The knowledge imbalance -- Misinforming the board -- 'A bit scary going down that path' -- Are two heads better than one? -- Nice boards don't Know -- Behavioural blockages -- No time to Know -- What do boards want to Know? -- 'Bring us the off-the-wall stuff' -- 'Here's the latest and greatest' -- Can boards Know? -- Getting the basics right -- Knowing as a team -- Knowing starts with Self -- Can + Know = intellectual capability -- The governance-innovation mismatch -- Directors as entrepreneurs. | |
| 505 | 8 | _aBoards emulating entrepreneurial sensing -- Not Prozac intuition -- 4 Boards that WANT -- Directors must be insane! -- Let's not rock the boat -- A dirty 'secret' -- WANTED: Boards that Want -- Directors asleep at the switch -- Insight inertia paralysing boards -- Action inertia paralysing boards -- The elephant in the boardroom -- How directors withdraw energies -- Broken promises -- I didn't sign up for this! -- Is it about money? -- Is it about time? -- Impact of Want on Can and Know -- A board with comfortable energy:a 'delusional board' -- A board with corrosive energy: a 'toxic board' -- A board trapped in resigned inertia: 'death warmed up' -- A board with productive energy: 'the size of the prize' -- Why directors should Want -- Boards that Can, Know and Want . . . is still NOT enough -- 5 Boards that ARE -- Getting away with it -- The buck must stop with the board -- Is it just the cost of doing business? -- Are boards getting away with it? -- Governance dysfunction in 'being' -- Why unethical behaviours can creepinto boards -- What derails the moral compass of boards? -- How to improve the moral compass of boards -- Boards that Are . . . act with conscience -- Boards that Are . . . encourage dumb questions -- Beyond demographic markers of diversity -- Boards that Are . . . attract and retain the best directors -- 6 Boards that DARE -- The courageous act -- In search of courage -- In search of independence -- In search of the activist board -- Cowardice in the boardroom -- The price of cowardice -- What makes a courageous director? -- Courage as a habit -- Daring to act with conscience -- It starts at the top -- 7 Reframing value and care -- The next evolutionary step for boards -- Mastering full consciousness -- REFERENCES -- GLOSSARY -- INDEX. | |
| 588 | _aDescription based on publisher supplied metadata and other sources. | ||
| 590 | _aElectronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries. | ||
| 650 | 0 | _aBoards of directors. | |
| 655 | 4 | _aElectronic books. | |
| 700 | 1 | _aCooper, Cary. | |
| 776 | 0 | 8 |
_iPrint version: _aStigter, Marc _tBoards That Dare _dLondon : Bloomsbury Publishing Plc,c2018 _z9781472938060 |
| 797 | 2 | _aProQuest (Firm) | |
| 856 | 4 | 0 |
_uhttps://ebookcentral.proquest.com/lib/orpp/detail.action?docID=5330073 _zClick to View |
| 999 |
_c528 _d528 |
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