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  <title>Where boards fall short</title>
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 <genre authority="marcgt">bibliography</genre>
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  <place>
   <placeTerm type="text">Boston</placeTerm>
   <publisher>Harvard Business School Publications</publisher>
   <dateIssued>January - February 2</dateIssued>
  </place>
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  <languageTerm type="text"></languageTerm>
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  <extent>p. 98 - 104</extent>
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 <note>The article looks at the role and performance of corporate boards of &#13;
directors. It presents information from surveys of corporate directors &#13;
and high-level executives on questions including how well directors &#13;
understand the firm's strategy and whether directors or managers are &#13;
more responsible for the emphasis on short-term financial results versus&#13;
 long-term performance. It offers recommendations for strengthening &#13;
boards in areas including the selection of directors, relationships with&#13;
 institutional investors, and directors' compensation.&lt;br&gt;</note>
 <note type="statement of responsibility"></note>
 <classification></classification>
 <identifier type="isbn">00178012</identifier>
 <location>
  <physicalLocation>Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen</physicalLocation>
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  <recordIdentifier>45298</recordIdentifier>
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