000			02113nam a2200265 i 4500
003			MIUC
005			20190423135252.0
008			150108s2013 enk||||| |||| 001 | eng d
020			_a9780195162073
040			_aMIUC _beng _cMIUC
082	0		_a658.409
100	1		_91406 _aFinkelstein, Sydney
245	1	0	_aStrategic leadership : _btheory and research on executives, top management teams and boards / _cSydney Finkelstein, Donald C. Hambrick, Albert A. Cannella Jr.
260			_a[Oxford] : _bOxford University Press, _c2009.
300			_a463 p. : _c24 cm.
504			_aIncludes bibliographical references and index.
505	0		_a1. The study of top executives -- 2. Do top executives matter? -- 3. How individual differences affect executive action -- 4. Executive experiences and organizational outcomes -- 5. Top management teams -- 6. Changes at the top: the antecedents of executive turnover and succession -- 7. Changes at the top: the consequences of executive turnover and succession -- 8. Understanding board structure, composition and vigilance -- 9. The consequences of board involvement and vigilance -- 10. The determinants of executive compensation -- 11. Executive compensation: consequences and distributions.
520			_aThe basic premise is that in order to understand why organizations do the things they do, or perform the way they do, we need to deeply comprehend the people at the top- their experiences, abilities, values, social connections, aspirations, and other human features. The actions - or inactions - of a relatively small number of key people at the apex of an organization can dramatically affect organizational outcomes. The scope of strategic leadership includes individual executives, especially chief executive officers (CEOs), groups of executives (top management teams, or TMTs); and governing bodies (particularly boards of directors).
650		0	_9845 _aLeadership
650		0	_9877 _aStrategic planning
650		0	_9876 _aManagement
700	1		_91407 _aHambrick, Donald C.
700	1		_91408 _aCannella, Albert A.
942			_2ddc _cBK