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    1. Research: When Women Are on Boards, Male CEOs Are Less Overconfident

      Research: When Women Are on Boards, Male CEOs Are Less Overconfident

      A number of governments (notably those in India, California, and parts of Europe) are pushing for greater female representation in the boardroom. And several studies suggest why: Having women on the board results better acquisition and investment decisions and in less aggressive risk-taking, yielding benefits for shareholders. What’s less clear is why these effects happen...

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      Mentions: Board Diversity
    2. Back Channels in the Boardroom

      Back Channels in the Boardroom

      The agendas of company boards are so packed that it’s hard to get to every question and concern during regular meetings. So between meetings, directors do what members of a team always do in this situation: They start having conversations on the side. Conducted properly, side discussions allow directors to work together efficiently—to trade opinions, share information, and exert influence...

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      Mentions: back channels
    3. What Boards Need to Know About Sustainability Ratings

      What Boards Need to Know About Sustainability Ratings

      Corporate boards of directors must tackle questions about sustainability in a new and urgent manner. If they don’t, they will hear from investors about their lack of action. In just the latest indication of the investor community’s increasing scrutiny on sustainability, Yahoo announced in 2018 that it would start publishing sustainability ratings for publicly traded companies...

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    4. When and Why Diversity Improves Your Board’s Performance

      When and Why Diversity Improves Your Board’s Performance

      On January 1, California law said that all locally headquartered publicly traded companies must have at least one female director by 2020. While new to the U.S., mandates to increase gender diversity on corporate boards are common elsewhere. For example, Norway, Spain, France, and Iceland all have laws requiring that women comprise at least 40% of boards at publicly listed companies...

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    5. Dysfunction in the Boardroom

      Dysfunction in the Boardroom

      For years women have sought greater representation on corporate boards. And most boards say they want more diversity. So why did women hold only 16.6% of Fortune 500 board seats in 2012? And why, for the past six years, has that percentage been relatively flat, increasing by just two points, according to data from the research firm Catalyst?

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    6. Running Better Boardroom Discussions

      Running Better Boardroom Discussions

      I sit on a board as a nonexecutive director and often feel uncomfortable about the amount of time available to raise questions and debate issues. In addition, I recently worked with a different board on how to add more value to the business. In this role I found myself counseling one of the directors to ask fewer questions and make fewer comments.

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    7. Research: Could Machine Learning Help Companies Select Better Board Directors?

      Research: Could Machine Learning Help Companies Select Better Board Directors?

      Ever since Adam Smith published The Wealth of Nations in 1776, observers have bemoaned boards of directors as being ineffective as both monitors and advisors of management. Because a CEO often effectively controls the director selection process, he will tend to choose directors who are unlikely to oppose him, and who are unlikely to provide the diverse perspectives necessary to maximize firm value. Institutional investors often are critical of CEOs’ influence over boards and have made efforts to help companies improve their governance. Nonetheless, boards remain highly imperfect.

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    8. How Family Business Owners Should Bring the Next Generation into the Company

      How Family Business Owners Should Bring the Next Generation into the Company

      “Go find your passion,’’ Henry directed his children when they reached their late teens and early twenties. “Find your interests outside our family business and pursue them.’’ As inspiring as those words may have been, Henry, the patriarch of a successful automotive parts business, wasn’t simply freeing his children to follow their dreams. He was requiring it.

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    9. Innovation Should Be a Top Priority for Boards. So Why Isn’t It?

      Innovation Should Be a Top Priority for Boards. So Why Isn’t It?

      Corporate directors and executives alike recognize that today’s pace of change continues to accelerate and that firms need to innovate to stay ahead. But are boards doing enough to support innovation, as they should? We conducted a survey of over 5,000 board members from around the world to find out...

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    1-24 of 58 1 2 3 »
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