haku: @indexterm board of directors / yhteensä: 520
viitteet: 34-43 / 520
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34.
The importance of compensating strategic network board members for network performance: a contingency approach
British Journal of Management
2010 : MAR, VOL. 21:1, p. 131-151
 2010 Thorgren, S.
Wincent, J.
Anokhin, S.
35.
Contingencies versus external pressure: professionalization in boards of firms affiliated to family business groups in late-industrializing countries
British Journal of Management
2010 : MAR, VOL. 21:1, p. 115-130
 2010 Yildirim-Öktem, Ö.
Üsdiken, B.
36.
Beyond the disciplinary role of governance: how boards add value to Spanish foundations
British Journal of Management
2010 : MAR, VOL. 21:1, p. 100-114
 2010 Andrés-Alonso, P. De
Azofra-Palenzuela, V.
Romero-Merino, M.E.
37.
A multi-theory perspective of board leadership structure: What does the Egyptian corporate governance context tell us?
British Journal of Management
2010 : MAR, VOL. 21:1, p. 80-99
 2010 Elsayed, K.
38.
The effect of board capital and CEO power on strategic change
Strategic Management Journal
2010 : NOV, VOL. 31:11, p. 1145-1163
 2010 Haynes, K.T.
Hillman, A.
39.
Commanding board of director attention: Investigating how organizational performance and CEO duality affect board members' attention to monitoring
Strategic Management Journal
2010 : SEP, VOL 31:9, p. 946-968
 2010 Tuggle, C.S. (et al.)
40.
The relationship between firm performance and board characteristics in Ireland
European Management Journal
2010 : OCT, VOL. 28:5, p. 387-399
 2010 O'Connell, V.
Cramer, N.
41.
The value of independent directors: Evidence from sudden deaths
Journal of Financial Economics
2010 : DEC, VOL. 98:3 p. 550-567
 2010 Nguyen, B.D.
Nielsen, K.M.
42.
The use of an interim CEO during succession episodes and firm performance
Strategic Management Journal
2010 : MAR, VOL 31:3, p. 262-283
 2010 Ballinger, G. A.
Marcel, J. J.
43.
When are outside directors effective?
Journal of Financial Economics
2010 : MAY, VOL 96:2, p. 195-214
 2010 Duchin, R.
Matsusaka, J. G.
Ozbas, O.
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