WHAT’S STILL WRONG WITH CORPORATE GOVERNANCE…AND HOW TO FIX IT

by John CarverIssue: September / October 2003

Reform of corporate governance is hindered by incremental approaches to improvement derived from management. A more…

THE COMING REVOLUTION IN CORPORATE GOVERNANCE

by Richard Leblanc, James Gillies et al.Issue: September / October 2003

Most of the talk about better corporate governance has focused on the independence of directors and the separation of…

PRICING ORGANIZATIONAL KNOWLEDGE: AN IMPERATIVE

by Kevin C. DeSouza, Shigetaka Yamakawa et al.Issue: September / October 2003

Putting a price tag on knowledge was once as unthinkable or implausible as the idea of managing knowledge. Today, however,……

INNOVATING FOR GROWTH: NOW IS THE TIME

by Michael E. Raynor, Clayton M. Christensen et al.Issue: September / October 2003

Now might seem an odd time to talk about growth. Some signs are promising, but corporate planning is complicated by…

MANAGING IN THE COMING ECONOMY

by John S. McCallumIssue: September / October 2003

Executives do not control the economy, but they do control how they run their businesses. Which is why managers trying……

CAPTURING BOARD POTENTIAL: A VALUE ADDING APPROACH

by Malcolm Munro, P. Michael Maher et al.Issue: September / October 2003

A board is often a snapshot of the organization: There are a lot of talented individuals, but the real challenge is…

THE ROLE AND VALUE OF AN EFFECTIVE ADVISORY BOARD

by Barry ReiterIssue: September / October 2003

An effective advisory board, properly composed and structured, can provide non-binding but informed guidance and serve……

CORPORATE GOVERNANCE AND FIRM PERFORMANCE: IS THERE A RELATIONSHIP?

by Beth YoungIssue: September / October 2003

The belief that governance best practices lead to superior firm performance is widespread. But as academic research…