CARTER C.B. - LORSCH J.W., Back to the drawing board. Designing corporate boards for a complex world. Harvard Business School, 2004 [one_half] [/one_half] [one_half_last] CONTENTS Chapter 1 - Board design-time [...]
JOHANSSON F., The Medici Effect: What Elephants and Epidemics Can Teach Us About Innovation. Harvard Business School Press, 2004 [one_half] [/one_half] [one_half_last] CONTENTS PART 1 – THE INTERSECTION Chapter 1 [...]
DEMATTÉ C., Il mestiere di dirigere. ETAS 2004 [one_half] [/one_half] [one_half_last] CONTENTS Prefazione di Ferruccio de Bortoli 1. Parte 1 – L’IMPRESA: UN ORGANISMO DA FAR CRESCERE 1.1. Ripensare i [...]
PRATT J.W. - ZECKHAUSER R.J., Principals and agents: the structure of business. Harvard Business School Press, 1991 [one_half] [/one_half] [one_half_last] CONTENTS Part One: The agency relationship Chapter 1 - Principals [...]
ANDERSON C.A. - ANTHONY R.N., The New corporate directors. Insights for board member & executives. Wiley, 1986 [one_half] [/one_half] [one_half_last] CONTENTS Chapter 1 - The board and corporate governance Chapter [...]
MCCORMACK M., What they don’t teach you at Harvard Business School. Bookview, 1984 [one_half] [/one_half] [one_half_last] CONTENTS Introduction What they can’t teach at Harvard Business School Part I: People Chapter [...]
TOSI H.L. - CARROLL S.J., Management. Wiley, 1976 [one_half] [/one_half] [one_half_last] CONTENTS Part 1: Introduction Chapter 1 - The nature of managerial work 1.1. Management processes 1.2. Management process contingency [...]
