Description |
1 online resource (120 pages) |
Contents |
Cover; Title; Copyright; Contents; Introduction; Anecdotes from interviews; PART I The ethical context of governance; 1 Values; 2 Ethics; The issue of ethical research; Personal ethics vs corporate ethics; The Johari Window; Emotional intelligence; 3 Organisational culture; The complex issue of culture; Culture: achiever or deceiver?; Culture from the top: the role of boards in organisational culture; Modelling culture; The competencies for changing culture; What do you do when your competitors gain advantage through unethical practices?; 4 Leadership; The bigger picture; Board leadership |
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PART II The board's role in corporate ethics5 The board's macro perspective; The bigger context; Complexity and ambiguity; Governing and directing ethics: varying and complementary roles of boards; Inherent ethical issues in corporate governance vs society's expectations; 6 The ethics kaleidoscope: gaining strategic advantage; Lens 1: External risks; Lens 2: Internal processes; Lens 3: Board risks; Lens 4: Organisational culture; Lens 5: Intuition; An important note to explain the kaleidoscope: how board members construct knowledge |
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7 What about the future? Thoughts and recommendations for boardsRecommendations for boards; Lens 1: External risks; Investors and lobbying groups; Lens 2: Internal processes; Lens 3: Board risks; Lens 4: Organisational culture; Lens 5: Intuition; Epilogue; Index |
Notes |
Print version record |
Form |
Electronic book
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Author |
Inbar, Zivit.
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Long, Douglas.
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ISBN |
9781315308814 |
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1315308819 |
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