Book contents
- Frontmatter
- Contents
- List of tables
- Preface
- 1 Investigating boards of directors
- 2 Internal and external actors
- 3 Board task expectations and theories
- 4 The board members
- 5 Contexts and resources
- 6 Interactions: trust, power and strategising
- 7 Structures and leadership
- 8 The decision-making culture
- 9 Actual task performance
- 10 The value-creating board
- 11 The human side of corporate governance
- Notes
- References
- Index
- Frontmatter
- Contents
- List of tables
- Preface
- 1 Investigating boards of directors
- 2 Internal and external actors
- 3 Board task expectations and theories
- 4 The board members
- 5 Contexts and resources
- 6 Interactions: trust, power and strategising
- 7 Structures and leadership
- 8 The decision-making culture
- 9 Actual task performance
- 10 The value-creating board
- 11 The human side of corporate governance
- Notes
- References
- Index
Summary
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- Type
- Chapter
- Information
- Boards, Governance and Value CreationThe Human Side of Corporate Governance, pp. 316 - 343Publisher: Cambridge University PressPrint publication year: 2007