Harvard Business Review on Corporate Governance (Harvard Business Review Paperback Series) (Paperback)

by Walter J. Salmon (Author), Jay William Lorsch (Author), Gordon Donaldson (Author), John Pound (Author), Jay Alden Conger (Author), David Finegold (Author), Edward E. Lawler (Author) "TODAY'S CRITICS OF CORPORATE BOARDROOMS have plenty of ammunition..." (more)
Key Phrases: strategic audit committee, board empowerment, politicized market, General Motors, Dayton Hudson, Executive Summary (more...)

Editorial Reviews

Product Description
The Harvard Business Review Paperback Series brings managers and professionals the fundamental information they need to stay competitive in a fast-moving world. Gathered in a highly accessible format are the leading minds and landmark ideas that have established the Harvard Business Review as required reading for forward-thinking businesspeople worldwide.

Corporate governance can raise many difficult leadership, strategy, and policy questions within an organization. Harvard Business Review on Corporate Governance is an essential reference, focusing on both policy and strategic challenges, for senior managers working with boards or dealing with governance issues.

About the Author
Since 1984, Harvard Business School Press has been dedicated to publishing the most contemporary management thinking, written by authors and practitioners who are leading the way. Whether readers are seeking big-picture strategic thinking or tactical problem solving, advice in managing global corporations or for developing personal careers, HBS Press helps fuel the fire of innovative thought. HBS Press has earned a reputation as the springboard of thought for both established and emerging business leaders.

Product Details

• Paperback: 240 pages
• Publisher: Harvard Business School Press; 1 edition (January 2000)
• Language: English
• ISBN-10: 1578512379
• ISBN-13: 978-1578512379
• Product Dimensions: 8 x 5.5 x 0.7 inches
• Shipping Weight: 10.4 ounces (View shipping rates and policies)
• Average Customer Review: 3.0 out of 5 stars See all reviews (1 customer review)
• Amazon.com Sales Rank: #171,212 in Books (See Bestsellers in Books)

• This item is part of The Harvard Business Review Paperback Series.

Customer Reviews

Most Helpful Customer Reviews

28 of 34 people found the following review helpful:

3.0 out of 5 stars a variable overview about governance, July 23, 2000

By	Laurence Stybel "Boardoptions.com" (Boston, MA USA) - See all my reviews (REAL NAME)

This paperback is designed to be a reference, focusing on both policy and strategic challenges for senior managers working with Boards and Board members. Some of the chapters are articles; others are transcripts of interviews with key business leaders.

Like any edited series, there is a range of quality here.

Some of the pieces are far-out prescriptions from academics that will never see the light of day.

And some of the pieces are practical, thought-provoking ideas written by academics, consultants, and Board members themselves.

For example, Walter Solomon serves on the Board of Neiman Marcus Group, Hannaford Brothers Company, Tufts Health Plan, and Circuit City Stores. He has an excellent article that provides a framework for Board size and composition.

Philip Caldwell is former CEO of Ford Motor Company and former member of the Boards of the following companies: Chase Manhattan, Federated Department, and the Kellogg Company. He notes that the selection of the CEO is one of the most important roles of a Board. It is in the interests of the company that there be viable internal candidates and that the Board have options. It is sometimes in the interests of the incumbent CEO that the CEO be the one to nominate the one and only internal candidate.

For this reason, the Board needs to annually monitor CEO Succession development. The Board also must make sure the program is focused on the competencies of chief executive officers. For example, being a better team player may or may not be a critical issue in the role of CEO. Great team players don't necessarily make great CEOs.