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Books on the topic 'Executive (CEO and Board)'

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Author: Grafiati

Published: 10 December 2022

Last updated: 28 January 2023

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1

Bankston, Karen. Optimizing the CEO/board relationship. Madison, WI: Credit Uniton Executives Society, 2006.

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2

Carver, John. Board assessment of the CEO. San Francisco: Jossey-Bass Publishers, 1997.

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3

CEO: Consultant to the board. Chicago: Health Administration Press, 2009.

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4

Balasubramanian, Bala N. Influence of board diversity and characteristics on CEO compensation: Contingent effects of concentrated ownership. Ahmedabad: Indian Institute of Management, 2015.

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5

The CEO, the chairman and the board: Trevor Eastwood. Prahran, Vic: Hardie Grant Books, 2009.

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6

Berenbeim, Ronald. Corporate boards: CEO selection, evaluation and succession. New York, N.Y: Conference Board, 1995.

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7

Berenbeim, Ronald. Corporate boards: CEO selection, evaluation and succession. New York, NY: Conference Board, 1995.

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8

Mayhew, Carver Miriam, ed. Evaluating CEO and board performance: A Carver policy governance guide. San Francisco: Jossey-Bass, 2009.

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9

Kaplan, Steven N. How has CEO turnover changed?: Increasingly performance sensitive boards and increasingly uneasy CEOs. Cambridge, Mass: National Bureau of Economic Research, 2006.

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10

Carver, John. The Policy Governance Model and the Role of the Board Member, Evaluating CEO and Board Performance, Volume 5. New York: John Wiley & Sons, Ltd., 2009.

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11

Charles, Mitchell. The Conference Board CEO challenge 2011: Fueling business growth with innovation and talent development. New York, N.Y: Conference Board, 2011.

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12

Marty, Dick. Recruiting a health care CEO: The definitive guide for boards. Ottawa: CHA Press, 1994.

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13

Foundations, Council on, ed. The savvy CEO: Advice from those who have been there. Washington, DC: Council on Foundations, 2007.

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14

Manfred F. R. Kets de Vries. The CEO who couldn't talk straight and other tales from the board room. Fontainbleau: INSEAD, 1990.

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15

Mayhew, Carver Miriam, ed. Adjacent leadership roles: CGO and CEO : a Carver policy governance guide. San Francisco: Jossey-Bass, 2009.

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16

Lorene, Hiris, and Poncini Gina, eds. Above the board: How ethical CEOs create honest corporations. New York: McGraw-Hill, 2009.

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17

Tholl, William G. Twenty tips for surviving and prospering in the association world: Sage advice for CEOs, aspiring CEOs and board chairs. Toronto, Ontario]: Canadian Society of Association Executives = Société canadienne des directeurs d'association, 2010.

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18

Chŏng-yŏn, Kim, ed. Hanʼguk ŭi CEO =: CEO of Korea. Sŏul-si: Eksŏllŏnsŭ Kʻoria, 2008.

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19

Kim, Sŏng-ho. Hanʼguk ŭi CEO =: CEO of Korea. Sŏul-si: Eksŏllŏnsŭ Kʻoria, 2008.

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20

CEO pŭraending. Sŏul-si: Choŭn Ch'aek Mandŭlgi, 2010.

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21

Dunaway, Michele. Bachelor Ceo. Toronto ; New York: Harlequin, 2009.

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22

McGinn, Peter. Partnership of equals: Practical strategies for healthcare CEOs and their boards. Chicago: Health Administration Press, 2009.

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23

Taehan Min'guk ch'oego ŭi CEO: The best CEO of Korea. Sŏul-si: Mirae Book, 2013.

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24

Copyright Paperback Collection (Library of Congress), ed. Bachelor CEO. Toronto ; New York: Harlequin, 2009.

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25

CEO ŭi toksŏ kyŏngyŏng: CEO, ch'aek ŭro nalda. Sŏul-si: Ilsang kwa Isang, 2014.

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26

CEO ka pon CEO Hidingkʻŭ. Sŏul: Paengnyŏn Kŭl Sarang, 2002.

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27

Hanʾguk ŭi CEO 20: Kŭdŭl ŭn ŏttŏkʻe CEO ka toeŏssŭlkka. Sŏul-si: Tŏnan Chʻulpʻansa, 2000.

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28

Chŏng, Kwang-ho. CEO business fables. Quezon City: New Day Publishers, 2007.

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29

CEO capital: A guide to building CEO reputation and company success. Hoboken, New Jersy: Wiley, 2003.

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30

Thomas, Mark. The Complete CEO. New York: John Wiley & Sons, Ltd., 2006.

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31

Dayton, Ogden, ed. CEO succession. Oxford [UK]: Oxford University Press, 2000.

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32

Kisul morŭnŭn CEO Hanʼguk kyŏngje mangchʻinda. Sŏul-si: Chŏngusa, 2002.

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33

Marsh, David. Project board executive. Manchester: N. C. C. Blackwell, 1993.

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34

1950-, Yu Sŭng-nyŏl, ed. Han'guk ŭi CEO nŭn muŏt ŭro sanŭn'ga. Sŏul: Puk'i, 2009.

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35

Hanʼguk CEO tae tʻamhŏm. Sŏul-si: CEO Bank Chʻulpʻanʼguk, 2004.

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36

Zai Zhongguo dang CEO. Xianggang: Shang wu yin shu guan, 2010.

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37

Malmendier, Ulrike. CEO overconfidence and corporate investment. Cambridge, MA: National Bureau of Economic Research, 2004.

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38

Malmendier, Ulrike. CEO overconfidence and corporate investment. Cambridge, Mass: National Bureau of Economic Research, 2004.

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39

Ch'angjo ŭi CEO, Sejong. Sŏul-si: Hyumŏn Pijŭnisŭ, 2010.

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40

Widaehan CEO Sejong Taewang. Sŏul Tʻŭkpyŏlsi: Hanʼguk Kyŏngje Sinmun, 2004.

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41

Chŏng-hun, Han, ed. Han'guk ŭi chŏlmŭn CEO-tŭl. 8th ed. Sŏul-si: P'egasusŭ, 2008.

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42

CEO: The low-down on the top job. Harlow, England: FT Prentice Hall, 2008.

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43

Lencioni, Patrick. The Five Temptations of a CEO. New York: John Wiley & Sons, Ltd., 2007.

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44

Eadie, Douglas C. The extraordinary CEO in public transportation. Washington, D.C: American Public Transportation Association, 2000.

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45

The board-savvy CEO: How to build a strong, positive relationship with your board. BoardSource, 2003.

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46

The Extraordinary Ceo. American Society of Association Executives, 1999.

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47

Karen, Gardner, ed. Better CEO-board relations: Practical advice for a successful partnership. Chicago: Health Forum, 2007.

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48

Gillis, John. Evaluating the Nonprofit Ceo: A Guide for Chief Executives and Board Members. Jones & Bartlett Publishers, 1996.

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49

Nofsinger, John R., and Pattanaporn Chatjuthamard. Corporate Executives, Directors, and Boards. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190269999.003.0005.

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Abstract:

This chapter assesses the behavior of corporate managers and boards of directors within the framework of agency theory, stewardship theory, and psychological biases. In agency theory, a chief executive officer (CEO) is motivated to act in his or her own best interests rather than those of shareholders. Stewardship theory posits that a CEO is a self-actualizing individual seeking to grow and reach a higher level of achievement through leading an organization. A CEO exhibits self-interested behavior in managing the firm. The CEO also exhibits optimism, overconfidence, and risk-aversion behaviors that are not optimal for the company. In the context of agency theory, the board of directors should enact incentive structures and monitoring to control these behaviors. However, directors also suffer from self-interests and cognitive biases. Specifically, boards may suffer from group-dynamic problems such as social loafing, poor information sharing, and groupthink.

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50

Guthrie, Graeme. Whose side are you on? Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190641184.003.0002.

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The board of directors has a fiduciary duty to the shareholders who elect its members to monitor, advise, and if necessary replace the CEO and other senior executives. One way to analyze the interactions between boards and executives is as an ongoing series of bargaining games. Strong ties can develop between directors and executives, which affect the bargaining power of the various participants. Short-term changes in bargaining power can lead to negotiated changes in board composition that lock in the altered bargaining power for the long term. This chapter uses Ray Irani’s tenure as CEO of Occidental Petroleum to describe the bargaining game interpretation of board-CEO interactions and to demonstrate how this framework can explain many observed corporate governance practices.

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