Board Members and Management Consultants: Redefining the Boundaries of Consulting and Corporate Governance
Pierre-Yves Gomez, Rickie A. Moore
IAP, 2009 - Business & Economics - 219 pages
A volume in Research in Management Consulting Series Editor Anthony F. Buono, Bentley College Boards and Management Consultants, the eighth volume in the Research in Management Consulting series, explores the growing complexity associated with the growing demands on boards of directors and the challenges raised by evolving expectations of what constitutes "good" governance. As a way of better understanding the ramifications for management consulting, particular-and timely-emphasis is placed on the evolution of expectations and needs in relation to boards and their operation. The chapter authors, as noted above a truly international group of experts, more than succeed in raising the reader's awareness of the consequences that the evolving nature of corporate boards are having on the function of directors, how this function is being redefined by the players themselves-and what all of this change means for consultants and the realm of management consulting. Significant questions are raised and explored throughout the volume, from the extent to which these changes will lead to new social, moral, ethical, and professional challenges and opportunities, to how the relationships between consultants and their traditional clients-managers, administrators and employees-might evolve. As management consultants become more actively involved in governance issues, their role will clearly change, but will such changes enhance or constrain the role they have traditionally played in organizations?
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SUPER MANAGER OR SUPER CONSULTANT? THEORIZING THE ROLE OF THE DIRECTOR
KNOWLEDGE AND ACCOUNTABILITY Outside Directors Contribution in the Corporate Value Chain
THE QUESTION OF MOTIVATION OF NONEXECUTIVE DIRECTORS
CROWDING OUT OF TRUST AND ITS IMPACT ON MANAGEMENT CONSULTING
A NEW PROFESSION THE CONTRACT THE RESPONSIBILITIES AND THE FUTURE
ENABLING OR FACILITATING DISCRIMINATORY BOARD PRACTICES IN BOARD APPOINTMENTS Where Are the Women?
HOW SARBANESOXLEY IS TRANSFORMING CORPORATE BOARDS AND IMPACTING CONSULTING Intended Effects and Unintended Cons...
ABOUT THE AUTHORS
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Academy of Management accountability agency theory assets behavior board composition board evaluation board members board of directors board role board tasks boardroom Boundaries of Consulting business judgment rule company's compensation conflict of interest Consulting and Corporate context contribute corporate boards corporate governance corporate social responsibility corporation's decision duty of care economic effective ensure executive expectations expertise explicit control external focus function funds governance consultants Huse impact important increased independent directors individual institutional investors internal investment issues knowledge listed companies management consultants Management Review managerial Meeting ment minority shareholders monitoring motivation NASDAQ NEDs nonexecutive directors NYSE organization organizational perspective potential practice relationship responsibility role conflict Sarbanes-Oxley Sarbanes-Oxley Act serve shareholders significant skills social stakeholders strategic management Sundaramurthy supervisory tion top management transaction trust and distrust value chain women WorldCom