Why Boards Should Worry about Executives’ Off-the-Job Behavior
mixed material
bibliography
Massachusetts
Harvard Business Review
2020
en
English
P.17-24
Majalah Harvard Business Review
In the mid 2000s the United States was reeling from a wave of corporate scandals: Think of WorldCom, Enron, Tyco, and AIG. For Aiyesha Dey, then an assistant professor of accounting at the University of Chicago, those episodes fueled a question: Did leaders’ lifestyles affect outcomes for their firms, and if so, how? “There were all these articles about how executives at those companies were throwing parties for millions of dollars,” Dey recalls. So she and colleagues embarked on a series of studies linking leaders’ off-the-job behavior with their actions at work.
Chief executive officers;
behavior
NONE
00178012
Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen
HBRJAN2020-03
Reference (Majalah)
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49445
2020-01-15 13:02:13
2020-01-15 14:03:25
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