How to Make Boards Work

How to Make Boards Work offers a unique view of the thinking and doing of governance. The outside-in perspective offers a holistic framework highlighting how global cultural, social and political diversity impact boards of directors. The inside-out perspective emphasizes how governance and boards can effectively realize sustainable value creation.

How to Make Boards Work offers a unique view of the thinking and doing of governance. The outside-in perspective offers a holistic framework highlighting how global cultural, social and political diversity impact boards of directors. The inside-out perspective emphasizes how governance and boards can effectively realize sustainable value creation.

List of Figures List of Tables List of Contributors Introduction Andrew Kakabadse and Lutgart Van den Berghe 1 PART I. THE 'OUTSIDE IN' PERSPECTIVE 1. Exposing the 20th Century Corporation. Redesigning 21st Century Boards and Board Performance; Nadeem Khan and Nada Korac-Kakabadse 2. Corporate Income Inequality and Corporate Performance. Any Correlations?; Filipe Morais, Andrew Kakabadse, Nada K. Kakabadse and Adrian Pryce 3. How Chinese Styled Executive Remuneration Works. Evidence from Chinese Red-Chips; Jessica Hong Yang and Nada Kakabadse 4. The Secret to Boards in Reinventing Themselves; Ouarda Dsouli, Nadeem Khan and Nada Korac-Kakabadse 5 . Reinventing Board Effectiveness; Lutgart Van den Berghe and Abigail Levrau 6. Fine-tuning Board Effectiveness is not Enough; Lutgart Van den Berghe and Abigail Levrau PART II. THE 'INSIDE OUT' PERSPECTIVE 7. An Effective Board Makes the Necessary Trade-offs; Lutgart Van den Berghe and Abigail Levrau 8. Promoting Effective Board Decision-making, the Essence of Good Governance; Lutgart Van den Berghe and Abigail Levrau 9. The Appropriate Board Chair. A Reality Check; Abigail Levrau and Lutgart Van den Berghe 10. The Leadership Attributes of the Chairman of the Board. An International Study; Andrew Kakabadse, Nada Kakabadse, Chris Pierce and Frank Horwitz 11. CEO/Chairman Role Duality Desire. Resistance to Separation Irrespective of Effect; Nada K. Kakabadse, Andrew Kakabadse and Reeves Knyght 12. High Performing Chairmen. the Older the Better; Nada K. Kakabadse, Reeves Knyght and Andrew Kakabadse 13. Aligning the Board. The Chairman's Secret; Nada K. Kakabadse, Reeves Knyght and Andrew Kakabadse Index