The Corporate Board: Confronting the Paradoxes

Hardcover | March 1, 1994

byAda Demb, F.-Friedrich NeubauerForeword byAdrian Cadbury

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Written for practitioners, this book addresses corporate governance and the role of the board of directors in multinational corporations. Throughout the world, corporations are experiencing the second major transition in corporate governance of this century. The nature of the relationshipbetween the corporation and the rest of society is changing fundamentally. The corporate board has unique responsibilities during this transition, but as it tries to respond directors are faced with destabilizing paradoxes: resolving who is in control--management or the board, achieving criticaljudgment while maintaining detachment, and avoiding becoming either a cozy club or a collection of all-stars. This book, based on interviews with 71 directors serving on more than 500 boards in eight countries, shows the nature of the challenges and suggests ways to analyze and confront them. Thismajor international study compares the experiences of board members in Canada, Finland, France, Germany, Great Britain, the Netherlands, Switzerland, and Venezuela.

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From Our Editors

Throughout the world, corporations are experiencing the second major transition in corporate governance of this century. The nature of the relationship between the corporation and the rest of society is changing fundamentally. The corporate board has unique responsibilities during this transition, but as it tries to respond directors a...

From the Publisher

Written for practitioners, this book addresses corporate governance and the role of the board of directors in multinational corporations. Throughout the world, corporations are experiencing the second major transition in corporate governance of this century. The nature of the relationshipbetween the corporation and the rest of society ...

From the Jacket

'This book is a welcome addition to the leadership literature. We know that leaders are important but we have not studied nearly enough how boards appoint leaders and what leadership roles board members themselves play. This is an excellent piece of research that provides a wealth of data on the role and functioning of boards.'

Ada Demb is at Ohio State University. F.-Friedrich Neubauer is at International Institute for Management Development. Adrian Cadbury is at former Chairman, Cadbury Schweppes Ltd..

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Format:HardcoverDimensions:224 pages, 6.38 × 9.57 × 0.91 inPublished:March 1, 1994Publisher:Oxford University Press

The following ISBNs are associated with this title:

ISBN - 10:0195070399

ISBN - 13:9780195070392

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Extra Content

Table of Contents

1. Assessing the Discomfort2. Corporate Governance: Lifespace and Accountability3. The "Job" of the Board: Defining the Portfolio4. Whose Responsibility: The Board or Management?5. Commitment and Depth Versus Detachment and Breadth6. "Cozy Club" Versus Independent "Personalities"7. Dealing with Board Performance8. Imperatives for the Twenty-first CenturyName IndexIndex

From Our Editors

Throughout the world, corporations are experiencing the second major transition in corporate governance of this century. The nature of the relationship between the corporation and the rest of society is changing fundamentally. The corporate board has unique responsibilities during this transition, but as it tries to respond directors are faced with destabilizing paradoxes: resolving who is in control--management or the board, achieving critical judgment while maintaining detachment, and avoiding becoming either a cozy club or a collection of all-stars. Written for practitioners, this book addresses corporate governance and the role of the board of directors in multinational corporations. Based on interviews with 71 directors serving on more than 500 boards in eight countries, this book highlights the nature of the challenges and suggests ways to analyze and confront them. This major international study compares the experiences of board members in Canada, Finland, France, Germany, Great Britain, the Netherlands, Switzerland, and Venezuela. Based on practical experi

Editorial Reviews

"The Corporate Board quotes a number of chairmen with dogmatic views on the subject. One says: It's absolutely important to separate the two. I distrust the two in one. If you do both, the chairman always loses to the chief executive role."--The London Times