Titlebook: Boards Under Crisis; Board action under p Alberto Lavîn Fernández,Carmelo Mazza Book 20141st edition Palgrave Macmillan, a division of Macm

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https://doi.org/10.1007/978-3-642-85293-0nd ultimately, in several countries, a political and institutional one—is the fact that these successive events took place well in the wake of the international wave of corporate governance reform implemented in the last decade of the past millennium and in the first years of the 2000s, including th

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,Teilmengen von Funktionenräumen,. This pressure has lately increased due to amplified uncertainty under crisis, which in turn creates stronger incentives to focus on quarterly results. In this chapter, we unfold the concept of short-termism during crisis and discuss how it affects boards’ decision-making.

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https://doi.org/10.1007/978-3-658-23855-1x (and the majority of external observers) noticed that the nature of crisis was dissimilar to other previous recession situations—and realized that this was probably the most intense in nature after the Great Depression.

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Board Activity as Routines,x (and the majority of external observers) noticed that the nature of crisis was dissimilar to other previous recession situations—and realized that this was probably the most intense in nature after the Great Depression.

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Afterword,ongst shareholders and society at large, by way of enhanced responsibility and accountability and transparency—yet none ofthat was achieved. Moreover, and rather ironically, the financial crisis began precisely in the most regulated of all economic institutions: the banks, the industry most critical

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