Rotating the boards

corporate governance

Mark Rogers, Amir Satvat

Research output: Contribution to journalArticle

Abstract

Can companies resolve groupthink issues and improve their performance by turning over their boards more often, ask Mark Rogers and Amir Satvat.
Original languageEnglish
Pages (from-to)38-39
Number of pages2
JournalMonash Business Review
Volume4
Issue number1
Publication statusPublished - 2008

Fingerprint

Corporate governance
Groupthink

Bibliographical note

Public access: www.mbr.monash.edu/full-papers.html
(six month embargo applies)

Keywords

  • corporate governance
  • rotation principle
  • groupthink

Cite this

Rogers, M., & Satvat, A. (2008). Rotating the boards: corporate governance. Monash Business Review, 4(1), 38-39.
Rogers, Mark ; Satvat, Amir. / Rotating the boards : corporate governance. In: Monash Business Review. 2008 ; Vol. 4, No. 1. pp. 38-39.
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Rogers, M & Satvat, A 2008, 'Rotating the boards: corporate governance', Monash Business Review, vol. 4, no. 1, pp. 38-39.

Rotating the boards : corporate governance. / Rogers, Mark; Satvat, Amir.

In: Monash Business Review, Vol. 4, No. 1, 2008, p. 38-39.

Research output: Contribution to journalArticle

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T1 - Rotating the boards

T2 - corporate governance

AU - Rogers, Mark

AU - Satvat, Amir

N1 - Public access: www.mbr.monash.edu/full-papers.html (six month embargo applies)

PY - 2008

Y1 - 2008

N2 - Can companies resolve groupthink issues and improve their performance by turning over their boards more often, ask Mark Rogers and Amir Satvat.

AB - Can companies resolve groupthink issues and improve their performance by turning over their boards more often, ask Mark Rogers and Amir Satvat.

KW - corporate governance

KW - rotation principle

KW - groupthink

M3 - Article

VL - 4

SP - 38

EP - 39

JO - Monash Business Review

JF - Monash Business Review

SN - 1832-8490

IS - 1

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