162,452 research outputs found
J. Gabrielsson. Ueber die Quellen des Clemens Alexandrinus.
No full textReinach Adolphe-J. J. Gabrielsson. Ueber die Quellen des Clemens Alexandrinus.. In: Revue des Études Grecques, tome 21, fascicule 92,1908. pp. 222-225
Rethinking boards and governance in the digital era: Implications for practice and research
No full textUnderstanding the leadership role of the board chairperson through a team production approach
No full textCurrent corporate governance recommendations – rooted in an investor-based shareholder supremacy model – often narrowly discuss the issue of board leadership as whether or not there is a separation of the CEO and chairperson positions. In this article we employ a team production approach to better understand the leadership role of the board chairperson. We argue that effective board performance is driven by the extent to which corporate directors bring relevant knowledge into the boardroom. An important prerequisite is however that the knowledge must be actively used. In line with this argument, we contend that the competencies and behaviors of the board chairperson are critical in order to unleash a board’s value creating potential
Board Evaluations: making a fit between the purpose and the system
No full textBoard evaluations can contribute to effective boards and improved corporate financial performance. The increasing interest in the practice of board evaluations, however, calls for a more systematic and careful approach than has been employed in the past. While most attention has primarily been focused on the content of board evaluations, this article outlines the features of various possible board evaluation systems. Based on state-of-the-art research on boards and governance, we contend that a comprehensive board evaluation system needs to include decisions about: (a) the agent who evaluates the board; (b) the content, or what the evaluation should deal with; (c) the addressee and other stakeholders for whom the board is evaluated; and (d) how the board is evaluated. These key decisions should not be seen as independent of each other as they have consequences for the kind of system that will be adopted. Following this argument, we present four different board evaluation systems: (i) board-to-board, (ii) board-to-market, (iii) market-to-board and (iv) market-to-market. The key message we communicate in this article is that there must be a fit between the purpose and the system of board evaluations. There is no universal or "one best way" to evaluate boards of directors. Board evaluations will not meet their purpose unless there is a fit between the agents, the addressees, the content and the modalities of the evaluation. It is important to know who is doing what for whom and how. Copyright (c) 2007 The Authors; Journal compilation (c) 2007 Blackwell Publishing Ltd.
[Report to Chief J. E. Curry, by an unknown author #1]
No full textReport to Chief J. E. Curry, by an unknown author. The report contains a list of officers who gave depositions to the United States Attorney
[Report to Chief J. E. Curry, by an unknown author #2]
No full textReport to Chief J. E. Curry, by an unknown author. The report contains a list of officers who gave depositions to the United States Attorney
How Boards Contribute to Value Creation
No full textResearch about boards and governance has generally had limited practical implications. In this article we present some of the practical implications from the ’value creating board’- research program. Challenges for practice and organizational behaviour include how boards may contribute to value creation throughout the whole value chain, the importance of board leadership and how systems for board evaluations can be developed. We indicate that the emphasis on the ‘value creating boards’ have some of the features of a new research stream or field of research
Knowledge and accountability: Outside directors' contribution in the corporate value chain
No full textIn this chapter we position outside directors ́ contribution in the corporate value chain. Our objective is to show how outside board members may contribute to value creation through knowledge and accountability. We will also provide tools for outside board members to make contributions. Accountability is discussed in relation to board task expectations, and we introduce a board task taxonomy. This taxonomy is related to the various parts of the corporate value chain. The value chain approach shows various requirements to the knowledge and competency of the outside directors, and to the inner working of boards
Alliance governance in entrepreneurial firms. The influence of family control and organisational size
No full textOn value and value creation: Perspectives from board research and practice in SMEs
No full textThis is a draft chapter. The final version is available in Research Handbook on Boards of Directors edited by Jonas Gabrielsson, Wafa Khlif and Sibel Yamak, 2019, Edward Elgar Publishing Ltd. https://doi.org/10.4337/9781786439758.00035
The material cannot be used for any other purpose without further permission of the publisher, and is for private use only.While corporate governance research has been evolving over the last decade, it still has
challenges to deal with. In this chapter we will discuss the contributions of the board of
directors to value and value creation. This study reveals that, independent of the context of the
board, there will be various definitions and perceptions about value and consequently on
value creation in firms. In addition to a literature review of recent research on the governance
of SMEs with a focus on value and value creation, results from interviews with board
directors on SME boards are presented and reveal what directors perceive to be value and
what they aim to do to create value. While research supports the practitioners’ perspective on
value and value creation, there seems to be a disproportionate focus on financial performance
and the structural aspects of boards in corporate governance research, which is not supported
by the practitioners’ perspective
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