000 02439nam a22004455i 4500
001 978-3-540-26696-9
003 DE-He213
005 20161121230857.0
007 cr nn 008mamaa
008 100301s2005 gw | s |||| 0|eng d
020 _a9783540266969
_9978-3-540-26696-9
024 7 _a10.1007/b137962
_2doi
050 4 _aHD28-HD70
072 7 _aKJM
_2bicssc
072 7 _aBUS041000
_2bisacsh
082 0 4 _a658
_223
100 1 _aHilb, Martin.
_eauthor.
245 1 0 _aNew Corporate Governance
_h[electronic resource] :
_bSuccessful Board Management Tools /
_cby Martin Hilb.
264 1 _aBerlin, Heidelberg :
_bSpringer Berlin Heidelberg,
_c2005.
300 _aX, 231 p.
_bonline resource.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_bPDF
_2rda
505 0 _aSituational Dimension -- Strategic Dimension -- Integrated Board Management Dimension -- Controlling Dimension -- Conclusions.
520 _aMartin Hilb presents an innovative and integrated approach to the theory and practice of corporate governance. Central to this approach is a set of instruments - developed and tested by the author - that can be used by boards to offer effective strategic direction and control to their organizations. The board instruments can be readily applied to the targeted selection, review, remuneration and development of board members, and for conducting board self-evaluations. This new approach to corporate governance is based on four guiding principles: keep it situational, keep it strategic, keep it integrated, and keep it controlled. Together, these principles form the basis of an integrated approach that addresses all key aspects of corporate governance. The main arguments in each section are supported by conceptual models, practical board tools or case studies, making the book ideally suited to board members, senior managers and post-graduate students.
650 0 _aBusiness.
650 0 _aManagement.
650 0 _aOrganization.
650 0 _aPlanning.
650 1 4 _aBusiness and Management.
650 2 4 _aManagement.
650 2 4 _aOrganization.
710 2 _aSpringerLink (Online service)
773 0 _tSpringer eBooks
776 0 8 _iPrinted edition:
_z9783540213994
856 4 0 _uhttp://dx.doi.org/10.1007/b137962
912 _aZDB-2-SBE
950 _aBusiness and Economics (Springer-11643)
999 _c505290
_d505290