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Explore the interplay between corporate governance and strategic decision-making in this startling new resource
In Understanding and Managing Strategic Governance, strategy and management experts Dr. Wei Shi and Robert E. Hoskisson deliver an insightful exploration of the influence that governance actors, like the board of directors, activist investors, institutional investors, and securities analysts, have on important strategic decisions.
Based on surveying the latest research and analyzing unique datasets compiled by the authors, the book explains the impact that governance actors have on a firm's strategic choices and the quality of such choices as well as the unintended consequences of that impact. The authors also describe how executives can manage the conflicting interests of multiple governance actors and leverage the influence of these actors to make effective strategic decisions.
In this book, you'll discover:
_ How to avoid the strategic pitfalls that arise from governance actor influence and harm firms' long-term competitiveness
_ The effect that governance actors can have on corporate strategy, competitive strategy, corporate innovation strategy, global strategy, stakeholder strategy, and more
_ The latest trends in corporate governance and their implications for managers, regulators, and policy makers in this area
Perfect for C-level executives, board of directors, and institutional investors as well as students of corporate governance and strategy, Understanding and Managing Strategic Governance is a revealing and original examination of the interplay between corporate governance and firm strategy and how to manage that interplay to create sustainable competitive advantages.
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
In Understanding and Managing Strategic Governance, strategy and management experts Dr. Wei Shi and Robert E. Hoskisson deliver an insightful exploration of the influence that governance actors, like the board of directors, activist investors, institutional investors, and securities analysts, have on important strategic decisions.
Based on surveying the latest research and analyzing unique datasets compiled by the authors, the book explains the impact that governance actors have on a firm's strategic choices and the quality of such choices as well as the unintended consequences of that impact. The authors also describe how executives can manage the conflicting interests of multiple governance actors and leverage the influence of these actors to make effective strategic decisions.
In this book, you'll discover:
_ How to avoid the strategic pitfalls that arise from governance actor influence and harm firms' long-term competitiveness
_ The effect that governance actors can have on corporate strategy, competitive strategy, corporate innovation strategy, global strategy, stakeholder strategy, and more
_ The latest trends in corporate governance and their implications for managers, regulators, and policy makers in this area
Perfect for C-level executives, board of directors, and institutional investors as well as students of corporate governance and strategy, Understanding and Managing Strategic Governance is a revealing and original examination of the interplay between corporate governance and firm strategy and how to manage that interplay to create sustainable competitive advantages.
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
"Shi and Hoskisson have written a much-needed book that explicitly discusses the main players in corporate governance as well as the opportunities of using corporate governance practices to address the six main pillars in strategic thinking. Understanding and Managing Strategic Governance is a must-read for newcomers to strategic corporate governance but also for seasoned corporate governance scholars and practitioners who can get a more holistic view on the core role of governance in organizations' strategic thinking."
--Ruth Aguilera, Distinguished Darla and Frederick Brodsky Trustee Professor in Global Business, Northeastern University; Board Chair, International Corporate Governance Society
"This book is relevant to my roles as a strategy professor and as an independent director. I'm going to get copies for all the executives I work with."
--Amy Hillman, Rusty Lyon Chair of Strategy and Professor, Arizona State University; Independent Director, CDK Global, Bashas
"CEOs and boards of directors increasingly face a corporate governance conundrum. On the one hand, they are being pressured to more systematically address the interests of all their stakeholders in creating long-term value. On the other hand, activist investor groups are putting increased pressure on firms to maximize their short-term performance, despite the adverse consequences on long-term value creation such an emphasis can sometimes create. This book identifies this conundrum and provides concrete advice to CEOs and board members on how to manage it. It is a 'must-read' for CEOs and board members in the 21st century and for those interested in studying and teaching about corporate governance."
--Jay Barney, Presidential Professor of Strategic Management and Lassonde Chair of Social Entrepreneurship, The University of Utah
"Written by two prolific and highly respected scholars, this book provides a comprehensive understanding of the increasingly important and influential field of strategic governance and practice. It is an authoritative source of knowledge on governance research, policy, and practice for scholars, executives, and major governance stakeholders."
--Michael Hitt, University Distinguished Professor Emeritus, Texas A&M University
"Shi and Hoskisson are among the very top authorities on strategic governance in the world today, which makes this book indispensable to three groups of people: executives who are making strategic decisions, the board members and constituents who govern them, and those who are impacted directly and indirectly by their decisions, i.e., everyone else! It's informed by the latest research and chock full of illuminating examples. Highly recommended!"
--James Westphal, Harvey C. Fruehauf Professor of Business Administration, The University of Michigan
"Whether activist investors, governments or social groups, external actors have to be on the mind of every CEO. This book is an invaluable resource to help manage these."
--Alex Niemeyer, former Senior Partner, McKinsey
--Ruth Aguilera, Distinguished Darla and Frederick Brodsky Trustee Professor in Global Business, Northeastern University; Board Chair, International Corporate Governance Society
"This book is relevant to my roles as a strategy professor and as an independent director. I'm going to get copies for all the executives I work with."
--Amy Hillman, Rusty Lyon Chair of Strategy and Professor, Arizona State University; Independent Director, CDK Global, Bashas
"CEOs and boards of directors increasingly face a corporate governance conundrum. On the one hand, they are being pressured to more systematically address the interests of all their stakeholders in creating long-term value. On the other hand, activist investor groups are putting increased pressure on firms to maximize their short-term performance, despite the adverse consequences on long-term value creation such an emphasis can sometimes create. This book identifies this conundrum and provides concrete advice to CEOs and board members on how to manage it. It is a 'must-read' for CEOs and board members in the 21st century and for those interested in studying and teaching about corporate governance."
--Jay Barney, Presidential Professor of Strategic Management and Lassonde Chair of Social Entrepreneurship, The University of Utah
"Written by two prolific and highly respected scholars, this book provides a comprehensive understanding of the increasingly important and influential field of strategic governance and practice. It is an authoritative source of knowledge on governance research, policy, and practice for scholars, executives, and major governance stakeholders."
--Michael Hitt, University Distinguished Professor Emeritus, Texas A&M University
"Shi and Hoskisson are among the very top authorities on strategic governance in the world today, which makes this book indispensable to three groups of people: executives who are making strategic decisions, the board members and constituents who govern them, and those who are impacted directly and indirectly by their decisions, i.e., everyone else! It's informed by the latest research and chock full of illuminating examples. Highly recommended!"
--James Westphal, Harvey C. Fruehauf Professor of Business Administration, The University of Michigan
"Whether activist investors, governments or social groups, external actors have to be on the mind of every CEO. This book is an invaluable resource to help manage these."
--Alex Niemeyer, former Senior Partner, McKinsey