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001 9910809100403321
005 20200520144314.0
010   $a1-280-51083-8
010   $a9786610510832
010   $a1-84544-460-4
035   $a(CKB)1000000000001768
035   $a(OCoLC)166335000
035   $a(CaPaEBR)ebrary10052767
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035   $a(PQKBManifestationID)11324249
035   $a(PQKBTitleCode)TC0000465453
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035   $a(CaPaEBR)ebr10052767
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100   $a20000815d2003      uy         0
101 0 $aeng
135   $aurcn|||||||||
181   $ctxt
182   $cc
183   $acr
200 00$aCorporate governance and entrepreneurship /$fguest editor Bernard Taylor
205   $a1st ed.
210   $aBradford, England $cEmerald Group Publishing$dc2003
215   $a1 online resource (78 p.) 
225 1 $aCorporate governance ;$vv.3, no. 2
300   $aBibliographic Level Mode of Issuance: Monograph
311   $a0-86176-821-3 
327   $aTable of contents -- The benefits of active ownership -- Maximizing shareholder value: the risks to employees, customers and the community -- An entrepreneurial model of corporate governance: devolving powers to subsidiary boards -- Hands on reward for hands on management -- Creating a living culture: the challenges for business leaders.
330   $aAbstract In both Britain and the USA, the majority of the shares in quoted companies are owned by institutional shareholders such as pension funds and insurance companies. But, in most cases these major shareholders are ''passive'', that is they prefer not to become involved in the management of the companies in which they invest - unless there is a crisis.
410  0$aCorporate governance ;$vv.3, no. 2.
606   $aCorporate governance
606   $aEntrepreneurship
615  0$aCorporate governance.
615  0$aEntrepreneurship.
676   $a658.4
701   $aTaylor$b Bernard$0107687
801  0$bMiAaPQ
801  1$bMiAaPQ
801  2$bMiAaPQ
906   $aBOOK
912   $a9910809100403321
996   $aCorporate governance and entrepreneurship$94007423
997   $aUNINA