- Hardcover: 240 pages
- Publisher: Jossey-Bass; 1st edition (April 15, 2001)
- Language: English
- ISBN-10: 0787956201
- ISBN-13: 978-0787956202
- Product Dimensions: 7.2 x 1.1 x 9.7 inches
- Shipping Weight: 1.1 pounds (View shipping rates and policies)
- Average Customer Review: 5 customer reviews
- Amazon Best Sellers Rank: #2,722,538 in Books (See Top 100 in Books)
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Corporate Boards: New Strategies for Adding Value at the Top 1st Edition
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From Publishers Weekly
Increased shareholder activism and the celebrity status of individuals like Jack Welch and Bill Gates are placing corporate boards under the microscope. Corporate Boards: New Strategies for Adding Value at the Top is an outgrowth of a provocative article published in the Harvard Business Review in 1999 by Jay A. Conger, Edward E. Lawler III and David L. Finegold, all colleagues at the University of Southern California's Center for Effective Organizations. They argue that, with technology at the heart of 21st-century business, corporate directors need to recognize the value of knowledge as a strategic asset, putting their focus on meeting not only the demands of shareholders but also those of stakeholders, including employees and the no-longer-neatly-defined global communities in which they operate.
Copyright 2001 Cahners Business Information, Inc.
"The most comprehensive analysis of board practices available. Research results and real world examples that will help CEOs and directors build the corporate boards of the future. Effectively combines thoughtful analysis with action steps that make governance practices come alive." --Rich Teerlink, chairman and CEO (retired), Harley Davidson
"This lastest book by the team of Conger, Lawler, and Finegold-which draws from Korn/Ferry's ongoing research on the policies and practices of corporate America's largest boards-is a comprehensive, thoughtful examination of the challenges faced by boards today, and what they can do to become more effective in meeting the needs of their diverse stakeholders. This is a valuable tool for anyone who now serves on a board-or is interested in learning more about the responsibilities inherent in assuming a directorship role." --Richard M. Ferry, chair, Korn/Ferry International
"A defining piece of work in the emerging field of corporate governance. Based on solid and comprehensive research, the authors have provided a balanced and thoughtful road map for enhancing board effectiveness. Every CEO in the country should read this book and keep it on his or her desk." --David A. Nadler, chairman, Mercer Delta Consulting
"The single best, data-based book on corporate goverance. Should be required reading for every senior executive and board member." --Warren Bennis, Distinguished Professor of Business Administration University, of Southern California, and author of Managing the Dream
Top customer reviews
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"Corporate Boards: New Strategies for Adding Value at the Top" is positioned towards people who are perhaps on boards or who are executives dealing with boards. The authors are extremely credible, having dealt with and advised senior leadership from nearly every Fortune 100 company.
This book really brings together in one source all you need to know about building a more effective board - it is filled with real and practical guidelines and actionable how-tos. At the same time, it challenges the current governance approaches, arguing that despite all the "best practices" available, we still have a relatively simplistic understanding of how to build a great board. This book gives the reader more sophisticated insights into what it takes to have an effective board.
The authors also raise a number of issues that are critical given today's environment. For example, are boards solely responsible to shareholders or are there other, equally critical groups to which boards need to be accountable? Finally, the authors discuss the implications of the Internet for the boardroom.
In short, I strongly recommend this book, particularly for those who deal with senior leadership, corporate boards and governance issues.
I particularly like the balanced view of the legal responsibilities of today's board versus their leadership "voice" for the various stakeholders.
Bruce R. Ellig
Corporate Vice President HR (retired)