PUBLIC DIRECTORS MERIT A TRY
WITH EXPOSURE OF COMPANY MISCONDUCT AND WORK-RELATED HAZARDS TO EMPLOYEES, THE TIME MAY BE APPROACHING WHEN OUTSIDE EXPERTS ARE CHOSEN BY THE COURTS TO ENSURE A COMPANY'S ATTENTION TO INFRACTIONS. THIS THIRD PARTY, A LIMITED PUBLIC DIRECTOR, SHOULD BE UTILIZED ONLY UNDER CONDITIONS OF DEMONSTRA...
Gespeichert in:
| Veröffentlicht in: | Harvard business review 1976-03, Vol.54 (2), p.20-42 |
|---|---|
| 1. Verfasser: | |
| Format: | Magazinearticle |
| Sprache: | eng |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
| container_end_page | 42 |
|---|---|
| container_issue | 2 |
| container_start_page | 20 |
| container_title | Harvard business review |
| container_volume | 54 |
| creator | Stone, Christopher P |
| description | WITH EXPOSURE OF COMPANY MISCONDUCT AND WORK-RELATED HAZARDS TO EMPLOYEES, THE TIME MAY BE APPROACHING WHEN OUTSIDE EXPERTS ARE CHOSEN BY THE COURTS TO ENSURE A COMPANY'S ATTENTION TO INFRACTIONS. THIS THIRD PARTY, A LIMITED PUBLIC DIRECTOR, SHOULD BE UTILIZED ONLY UNDER CONDITIONS OF DEMONSTRATED DELINQUENCY AND GENERIC INDUSTRY PROBLEMS. INSTALLATION OF SUCH A PERSON ON A BOARD-OF-DIRECTORS COULD BE ACCOMPLISHED VIA COURT APPOINTMENT, OR THROUGH A SHAREHOLDERS DERIVATIVE ACTION. ONCE INSTALLED, THE FUNCTIONS OF THE LIMITED PUBLIC DIRECTOR WOULD HAVE TO BE DEVELOPED SO THAT HIS ACTUAL VOTE WAS NOT BEING COUNTED ON. HE SHOULD SERVE MORE OF A SUPER EGO FUNCTION. TO INSURE LAW COMPLIANCE, THE DIRECTOR AND HIS STAFF SHOULD UNDERTAKE LEGAL AUDITS, SERVE WITH THE COMPANY ON A FULL TIME BASIS, HIRE THEIR OWN STAFFS, INSPECT ALL CORPORATE BOOKS, BE SEATED ON ALL CORPORATE COMMITTEES. |
| format | Magazinearticle |
| fullrecord | <record><control><sourceid>proquest</sourceid><recordid>TN_cdi_proquest_reports_1296459312</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><sourcerecordid>61116857</sourcerecordid><originalsourceid>FETCH-LOGICAL-p175t-4148121cacbccb125f90cd9091ea25b2137c83d067a43cb91c2b032b954f61d53</originalsourceid><addsrcrecordid>eNp9zb1OwzAUBWAPIFEKb8AQMcAUyff6fywhlEipWoV0YIpsx5FAgYQ4fX8iwcTAWc7y6ZwzsqIUVKop4AW5jPGdLpFKr8jN4fhQFlnyWFR5Vu-rl2SXV0WdbJK6er0i553tY7j-7TU5PuV19pyW-22Rbcp0BCXmlAPXgOCtd947QNEZ6ltDDQSLwiEw5TVrl0PLmXcGPDrK0BnBOwmtYGty-7M7TsPXKcS5mcI4THNsAI3kwjDABd39QR9v0Ye-t59hOMVGAoDUQi3w_l-IqJSkUjD2DWrRTfw</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>magazinearticle</recordtype><pqid>227760653</pqid></control><display><type>magazinearticle</type><title>PUBLIC DIRECTORS MERIT A TRY</title><source>Worldwide Political Science Abstracts</source><source>Periodicals Index Online</source><source>EBSCOhost Business Source Complete</source><creator>Stone, Christopher P</creator><creatorcontrib>Stone, Christopher P</creatorcontrib><description>WITH EXPOSURE OF COMPANY MISCONDUCT AND WORK-RELATED HAZARDS TO EMPLOYEES, THE TIME MAY BE APPROACHING WHEN OUTSIDE EXPERTS ARE CHOSEN BY THE COURTS TO ENSURE A COMPANY'S ATTENTION TO INFRACTIONS. THIS THIRD PARTY, A LIMITED PUBLIC DIRECTOR, SHOULD BE UTILIZED ONLY UNDER CONDITIONS OF DEMONSTRATED DELINQUENCY AND GENERIC INDUSTRY PROBLEMS. INSTALLATION OF SUCH A PERSON ON A BOARD-OF-DIRECTORS COULD BE ACCOMPLISHED VIA COURT APPOINTMENT, OR THROUGH A SHAREHOLDERS DERIVATIVE ACTION. ONCE INSTALLED, THE FUNCTIONS OF THE LIMITED PUBLIC DIRECTOR WOULD HAVE TO BE DEVELOPED SO THAT HIS ACTUAL VOTE WAS NOT BEING COUNTED ON. HE SHOULD SERVE MORE OF A SUPER EGO FUNCTION. TO INSURE LAW COMPLIANCE, THE DIRECTOR AND HIS STAFF SHOULD UNDERTAKE LEGAL AUDITS, SERVE WITH THE COMPANY ON A FULL TIME BASIS, HIRE THEIR OWN STAFFS, INSPECT ALL CORPORATE BOOKS, BE SEATED ON ALL CORPORATE COMMITTEES.</description><identifier>ISSN: 0017-8012</identifier><language>eng</language><publisher>Boston: Harvard Business Review</publisher><subject>Directors ; Functions ; JUDICIARY ; MARKETING SYSTEM ; Public ; REGULATION & REGULATORY POLICY</subject><ispartof>Harvard business review, 1976-03, Vol.54 (2), p.20-42</ispartof><rights>Copyright Harvard Business Review MAR./APR. 1976</rights><woscitedreferencessubscribed>false</woscitedreferencessubscribed></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><link.rule.ids>776,780,17056</link.rule.ids></links><search><creatorcontrib>Stone, Christopher P</creatorcontrib><title>PUBLIC DIRECTORS MERIT A TRY</title><title>Harvard business review</title><description>WITH EXPOSURE OF COMPANY MISCONDUCT AND WORK-RELATED HAZARDS TO EMPLOYEES, THE TIME MAY BE APPROACHING WHEN OUTSIDE EXPERTS ARE CHOSEN BY THE COURTS TO ENSURE A COMPANY'S ATTENTION TO INFRACTIONS. THIS THIRD PARTY, A LIMITED PUBLIC DIRECTOR, SHOULD BE UTILIZED ONLY UNDER CONDITIONS OF DEMONSTRATED DELINQUENCY AND GENERIC INDUSTRY PROBLEMS. INSTALLATION OF SUCH A PERSON ON A BOARD-OF-DIRECTORS COULD BE ACCOMPLISHED VIA COURT APPOINTMENT, OR THROUGH A SHAREHOLDERS DERIVATIVE ACTION. ONCE INSTALLED, THE FUNCTIONS OF THE LIMITED PUBLIC DIRECTOR WOULD HAVE TO BE DEVELOPED SO THAT HIS ACTUAL VOTE WAS NOT BEING COUNTED ON. HE SHOULD SERVE MORE OF A SUPER EGO FUNCTION. TO INSURE LAW COMPLIANCE, THE DIRECTOR AND HIS STAFF SHOULD UNDERTAKE LEGAL AUDITS, SERVE WITH THE COMPANY ON A FULL TIME BASIS, HIRE THEIR OWN STAFFS, INSPECT ALL CORPORATE BOOKS, BE SEATED ON ALL CORPORATE COMMITTEES.</description><subject>Directors</subject><subject>Functions</subject><subject>JUDICIARY</subject><subject>MARKETING SYSTEM</subject><subject>Public</subject><subject>REGULATION & REGULATORY POLICY</subject><issn>0017-8012</issn><fulltext>true</fulltext><rsrctype>magazinearticle</rsrctype><creationdate>1976</creationdate><recordtype>magazinearticle</recordtype><sourceid>7UB</sourceid><sourceid>K30</sourceid><recordid>eNp9zb1OwzAUBWAPIFEKb8AQMcAUyff6fywhlEipWoV0YIpsx5FAgYQ4fX8iwcTAWc7y6ZwzsqIUVKop4AW5jPGdLpFKr8jN4fhQFlnyWFR5Vu-rl2SXV0WdbJK6er0i553tY7j-7TU5PuV19pyW-22Rbcp0BCXmlAPXgOCtd947QNEZ6ltDDQSLwiEw5TVrl0PLmXcGPDrK0BnBOwmtYGty-7M7TsPXKcS5mcI4THNsAI3kwjDABd39QR9v0Ye-t59hOMVGAoDUQi3w_l-IqJSkUjD2DWrRTfw</recordid><startdate>19760301</startdate><enddate>19760301</enddate><creator>Stone, Christopher P</creator><general>Harvard Business Review</general><general>Harvard University Graduate School of Business Administration</general><scope>7UB</scope><scope>FIXVA</scope><scope>FKUCP</scope><scope>IOIBA</scope><scope>K30</scope><scope>PAAUG</scope><scope>PAWHS</scope><scope>PAWZZ</scope><scope>PAXOH</scope><scope>PBHAV</scope><scope>PBQSW</scope><scope>PBYQZ</scope><scope>PCIWU</scope><scope>PCMID</scope><scope>PCZJX</scope><scope>PDGRG</scope><scope>PDWWI</scope><scope>PETMR</scope><scope>PFVGT</scope><scope>PGXDX</scope><scope>PIHIL</scope><scope>PISVA</scope><scope>PJCTQ</scope><scope>PJTMS</scope><scope>PLCHJ</scope><scope>PMHAD</scope><scope>PNQDJ</scope><scope>POUND</scope><scope>PPLAD</scope><scope>PQAPC</scope><scope>PQCAN</scope><scope>PQCMW</scope><scope>PQEME</scope><scope>PQHKH</scope><scope>PQMID</scope><scope>PQNCT</scope><scope>PQNET</scope><scope>PQSCT</scope><scope>PQSET</scope><scope>PSVJG</scope><scope>PVMQY</scope><scope>PZGFC</scope></search><sort><creationdate>19760301</creationdate><title>PUBLIC DIRECTORS MERIT A TRY</title><author>Stone, Christopher P</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-p175t-4148121cacbccb125f90cd9091ea25b2137c83d067a43cb91c2b032b954f61d53</frbrgroupid><rsrctype>magazinearticle</rsrctype><prefilter>magazinearticle</prefilter><language>eng</language><creationdate>1976</creationdate><topic>Directors</topic><topic>Functions</topic><topic>JUDICIARY</topic><topic>MARKETING SYSTEM</topic><topic>Public</topic><topic>REGULATION & REGULATORY POLICY</topic><toplevel>online_resources</toplevel><creatorcontrib>Stone, Christopher P</creatorcontrib><collection>Worldwide Political Science Abstracts</collection><collection>Periodicals Index Online Segment 03</collection><collection>Periodicals Index Online Segment 04</collection><collection>Periodicals Index Online Segment 29</collection><collection>Periodicals Index Online</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - West</collection><collection>Primary Sources Access (Plan D) - International</collection><collection>Primary Sources Access & Build (Plan A) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Midwest</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Northeast</collection><collection>Primary Sources Access (Plan D) - Southeast</collection><collection>Primary Sources Access (Plan D) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Southeast</collection><collection>Primary Sources Access (Plan D) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - UK / I</collection><collection>Primary Sources Access (Plan D) - Canada</collection><collection>Primary Sources Access (Plan D) - EMEALA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - International</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - International</collection><collection>Primary Sources Access (Plan D) - West</collection><collection>Periodicals Index Online Segments 1-50</collection><collection>Primary Sources Access (Plan D) - APAC</collection><collection>Primary Sources Access (Plan D) - Midwest</collection><collection>Primary Sources Access (Plan D) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Canada</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - EMEALA</collection><collection>Primary Sources Access & Build (Plan A) - APAC</collection><collection>Primary Sources Access & Build (Plan A) - Canada</collection><collection>Primary Sources Access & Build (Plan A) - West</collection><collection>Primary Sources Access & Build (Plan A) - EMEALA</collection><collection>Primary Sources Access (Plan D) - Northeast</collection><collection>Primary Sources Access & Build (Plan A) - Midwest</collection><collection>Primary Sources Access & Build (Plan A) - North Central</collection><collection>Primary Sources Access & Build (Plan A) - Northeast</collection><collection>Primary Sources Access & Build (Plan A) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - Southeast</collection><collection>Primary Sources Access (Plan D) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - APAC</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - MEA</collection><jtitle>Harvard business review</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Stone, Christopher P</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>PUBLIC DIRECTORS MERIT A TRY</atitle><jtitle>Harvard business review</jtitle><date>1976-03-01</date><risdate>1976</risdate><volume>54</volume><issue>2</issue><spage>20</spage><epage>42</epage><pages>20-42</pages><issn>0017-8012</issn><abstract>WITH EXPOSURE OF COMPANY MISCONDUCT AND WORK-RELATED HAZARDS TO EMPLOYEES, THE TIME MAY BE APPROACHING WHEN OUTSIDE EXPERTS ARE CHOSEN BY THE COURTS TO ENSURE A COMPANY'S ATTENTION TO INFRACTIONS. THIS THIRD PARTY, A LIMITED PUBLIC DIRECTOR, SHOULD BE UTILIZED ONLY UNDER CONDITIONS OF DEMONSTRATED DELINQUENCY AND GENERIC INDUSTRY PROBLEMS. INSTALLATION OF SUCH A PERSON ON A BOARD-OF-DIRECTORS COULD BE ACCOMPLISHED VIA COURT APPOINTMENT, OR THROUGH A SHAREHOLDERS DERIVATIVE ACTION. ONCE INSTALLED, THE FUNCTIONS OF THE LIMITED PUBLIC DIRECTOR WOULD HAVE TO BE DEVELOPED SO THAT HIS ACTUAL VOTE WAS NOT BEING COUNTED ON. HE SHOULD SERVE MORE OF A SUPER EGO FUNCTION. TO INSURE LAW COMPLIANCE, THE DIRECTOR AND HIS STAFF SHOULD UNDERTAKE LEGAL AUDITS, SERVE WITH THE COMPANY ON A FULL TIME BASIS, HIRE THEIR OWN STAFFS, INSPECT ALL CORPORATE BOOKS, BE SEATED ON ALL CORPORATE COMMITTEES.</abstract><cop>Boston</cop><pub>Harvard Business Review</pub><tpages>23</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0017-8012 |
| ispartof | Harvard business review, 1976-03, Vol.54 (2), p.20-42 |
| issn | 0017-8012 |
| language | eng |
| recordid | cdi_proquest_reports_1296459312 |
| source | Worldwide Political Science Abstracts; Periodicals Index Online; EBSCOhost Business Source Complete |
| subjects | Directors Functions JUDICIARY MARKETING SYSTEM Public REGULATION & REGULATORY POLICY |
| title | PUBLIC DIRECTORS MERIT A TRY |
| url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-29T23%3A06%3A54IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=PUBLIC%20DIRECTORS%20MERIT%20A%20TRY&rft.jtitle=Harvard%20business%20review&rft.au=Stone,%20Christopher%20P&rft.date=1976-03-01&rft.volume=54&rft.issue=2&rft.spage=20&rft.epage=42&rft.pages=20-42&rft.issn=0017-8012&rft_id=info:doi/&rft_dat=%3Cproquest%3E61116857%3C/proquest%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=227760653&rft_id=info:pmid/&rfr_iscdi=true |