The contribution of non‐executive directors to the effectiveness of corporate governance

Emerald - Tập 3 Số 3 - Trang 118-124 - 1998
ThomasClarke1
1Leeds Business School, Leeds Metropolitan University, Leeds, UK

Tóm tắt

Examines the role of non‐executive directors. Argues that there is universal agreement on the need for outsiders to be involved in company direction and that shareholders are not able to provide the necessary checks and balances to supervise board activities. Examines research on the system of non‐executive directors. Argues that there is a need to develop procedures to select non‐executives that are rigorous and add value. Concludes that non‐executive directors will have increasing influence on company direction.

Từ khóa


Tài liệu tham khảo

The Cadbury Report (1992), Gee Publishing, London.

Collins, J.C. and Porras, J.I. (1996, Built to Last: Successful Habits of Visionary Companies, Century Business, London.

GHN Executive Coaching (1997, The Role of the Non‐Executive Director, MORI, London.

The Greenbury Report(1995), Gee Publishing, London.

The Hampel Report (1998) (final report produced by the Committee on Corporate Governance), Gee Publishing, London.

PIRC (1998, Non‐Executive Directors in FTSE 350 Companies: Assessing Independence, Pensions and Investment Research Consultants, London..

Thông tin
Thông tin xuất bản

Emerald

Tập 3 Số 3

118-124

Thông tin tác giả