-
2
-
-
32644489056
-
-
HIH Royal Commission Report:
-
HIH Royal Commission Report: http://www.hihroyalcom.gov.au.
-
-
-
-
3
-
-
1842587586
-
Board governance: A social systems perspective
-
p. 97
-
W.F. Cascio Board governance: A social systems perspective Academy of Management Executive 18 1 2004 97-100 p. 97
-
(2004)
Academy of Management Executive
, vol.18
, Issue.1
, pp. 97-100
-
-
Cascio, W.F.1
-
4
-
-
84928851459
-
Decline in Organizations: A literature integration and extension
-
W. Weitzel and E. Johnson Decline in Organizations: A literature integration and extension Administrative Science Quarterly 91 1989 91-109
-
(1989)
Administrative Science Quarterly
, vol.91
, pp. 91-109
-
-
Weitzel, W.1
Johnson, E.2
-
5
-
-
0008572202
-
Reversing the downward spiral: Lessons from W.T. Grant and Sears Roebuck
-
W. Weitzel and E. Johnson. Reversing the downward spiral: Lessons from W.T. Grant and Sears Roebuck Academy of Management Executive 5 3 1991 7-21
-
(1991)
Academy of Management Executive
, vol.5
, Issue.3
, pp. 7-21
-
-
Weitzel, W.1
Johnson, E.2
-
9
-
-
0023311017
-
How to recognize and avoid organizational decline
-
Spring
-
P. Lorange and N.T. Robert How to recognize and avoid organizational decline Sloan Management Review Spring 1987 41-48
-
(1987)
Sloan Management Review
, pp. 41-48
-
-
Lorange, P.1
Robert, N.T.2
-
10
-
-
0038035206
-
Board Composition from Adolescence to Maturity: A Multi-Theoretic View
-
M. Lynall B.R. Golden and A. Hillman Board Composition from Adolescence to Maturity: A Multi-Theoretic View Academy of Management Review 28 2003 416-431
-
(2003)
Academy of Management Review
, vol.28
, pp. 416-431
-
-
Lynall, M.1
Golden, B.R.2
Hillman, A.3
-
11
-
-
0036522379
-
An exploratory study into failure in successful organizations: The case study of Marks and Spencer
-
K. Mellahi P. Jackson and L. Sparks An exploratory study into failure in successful organizations: The case study of Marks and Spencer British Journal of Management 13 1 2002 15-30
-
(2002)
British Journal of Management
, vol.13
, Issue.1
, pp. 15-30
-
-
Mellahi, K.1
Jackson, P.2
Sparks, L.3
-
12
-
-
2442705143
-
Organizational failure: A critique of recent research and a proposed integrative framework
-
K. Mellahi and A. Wilkinson Organizational failure: A critique of recent research and a proposed integrative framework International Journal of Management Reviews 5/6 1 2004 21-41
-
(2004)
International Journal of Management Reviews
, vol.5-6
, Issue.1
, pp. 21-41
-
-
Mellahi, K.1
Wilkinson, A.2
-
13
-
-
0001196087
-
Top management priorities in different stages of the organizational life cycle
-
See for example research on management priorities across organizational life cycle K.G. Smith R.T. Mitchell and E.C. Summer Top management priorities in different stages of the organizational life cycle Academy of Management Journal 28 1985 799-820
-
(1985)
Academy of Management Journal
, vol.28
, pp. 799-820
-
-
Smith, K.G.1
Mitchell, R.T.2
Summer, E.C.3
-
14
-
-
0001662274
-
The relation of dominant problems to stage of growth in technology based new ventures
-
on management perceptions of key problems over the organizational life cycle see
-
on management perceptions of key problems over the organizational life cycle see R.K. Kazanjian The relation of dominant problems to stage of growth in technology based new ventures Academy of Management Journal 31 1988 257-279
-
(1988)
Academy of Management Journal
, vol.31
, pp. 257-279
-
-
Kazanjian, R.K.1
-
15
-
-
0035536553
-
Toward a descriptive stakeholder theory: An organizational life cycle approach
-
for a similar study on the relative importance of stakeholders over the life cycle see
-
for a similar study on the relative importance of stakeholders over the life cycle see M.I. Jawahar and L.G. McLaughlin Toward a descriptive stakeholder theory: An organizational life cycle approach Academy of Management Review 26 2001 397-414
-
(2001)
Academy of Management Review
, vol.26
, pp. 397-414
-
-
Jawahar, M.I.1
McLaughlin, L.G.2
-
16
-
-
21844465678
-
Riding the wrong wave: Organizational failure as a failed turnaround
-
See also doi:10.1016/j.lrp.2005.03.009
-
See also J.P. Sheppard and S.D. Chowdhury Riding the wrong wave: organizational failure as a failed turnaround Long Range Planning 38 2 2005 doi:10.1016/j.lrp.2005.03.009
-
(2005)
Long Range Planning
, vol.38
, Issue.2
-
-
Sheppard, J.P.1
Chowdhury, S.D.2
-
17
-
-
0018026475
-
The evolving board: A look at the Board's Changing Roles and Information Needs
-
charts the changing role of boards from passive to more active, but does not addressing the board's changing roles in failing organizations
-
W.R. Boulton The evolving board: A look at the Board's Changing Roles and Information Needs Academy of Management Review 3 4 1978 827-836 charts the changing role of boards from passive to more active, but does not addressing the board's changing roles in failing organizations
-
(1978)
Academy of Management Review
, vol.3
, Issue.4
, pp. 827-836
-
-
Boulton, W.R.1
-
18
-
-
0038035206
-
Board Composition from Adolescence to Maturity: A Multi-Theoretic View
-
looks at the evolution of board structure and composition evolution over firm life cycles, but again does not address the issue of boards dynamics over time in failing firms
-
M. Lynall R.B. Golden and A. Hillman Board Composition from Adolescence to Maturity: A Multi-Theoretic View Academy of Management Review 28 2003 16-43 looks at the evolution of board structure and composition evolution over firm life cycles, but again does not address the issue of boards dynamics over time in failing firms
-
(2003)
Academy of Management Review
, vol.28
, pp. 16-43
-
-
Lynall, M.1
Golden, R.B.2
Hillman, A.3
-
19
-
-
3543045571
-
The role of the boards in the failure and turnaround of non-profit organizations
-
while addressing the dynamics of boards over time in failing organizations, deals with non-for-profit organizations, comparing what works with what doesn't, rather than focusing specifically on failing organizations
-
J. Mordaunt and C. Cornforth The role of the boards in the failure and turnaround of non-profit organizations Public Money and Management August 2004 227-234 while addressing the dynamics of boards over time in failing organizations, deals with non-for-profit organizations, comparing what works with what doesn't, rather than focusing specifically on failing organizations
-
(2004)
Public Money and Management
, pp. 227-234
-
-
Mordaunt, J.1
Cornforth, C.2
-
20
-
-
0036809493
-
Building the Complementary Board. The Work of the Plc Chairman
-
J. Roberts Building the Complementary Board. The Work of the Plc Chairman Long Range Planning 35 2002 493-520
-
(2002)
Long Range Planning
, vol.35
, pp. 493-520
-
-
Roberts, J.1
-
21
-
-
0002243215
-
The Relationship between Chairmen and Chief Executives: Competitive or Complementary Roles?
-
On the relationship between the Chairmen and Chief Executives see
-
On the relationship between the Chairmen and Chief Executives see S. Philip and J. Roberts The Relationship between Chairmen and Chief Executives: Competitive or Complementary Roles? Long Range Planning 32 1999 36-48
-
(1999)
Long Range Planning
, vol.32
, pp. 36-48
-
-
Philip, S.1
Roberts, J.2
-
22
-
-
32644478180
-
Cognition and Corporate Governance: Understanding boards of directors as strategic decision-making groups
-
P.D. Forbes and J.F. Milliken Cognition and Corporate Governance: Understanding boards of directors as strategic decision-making groups Academy of Management Review 24 2003 493-520
-
(2003)
Academy of Management Review
, vol.24
, pp. 493-520
-
-
Forbes, P.D.1
Milliken, J.F.2
-
23
-
-
32644482303
-
Does Corporate Governance Really Matter?
-
University of Pennsylvania The Wharton School Working paper
-
D.F. Larcker S.A. Richardson and I. Tuna Does Corporate Governance Really Matter? 2004 University of Pennsylvania The Wharton School Working paper
-
(2004)
-
-
Larcker, D.F.1
Richardson, S.A.2
Tuna, I.3
-
24
-
-
7544220574
-
Taking it From the Top: How CEOs Influence (and Fail to Influence) their Boards
-
S. Maitlis Taking it From the Top: How CEOs Influence (and Fail to Influence) their Boards Organisation Studies 25 8 2004 1276-1311
-
(2004)
Organisation Studies
, vol.25
, Issue.8
, pp. 1276-1311
-
-
Maitlis, S.1
-
25
-
-
0037397042
-
Enron's Incremental Descent into Bankruptcy: A Strategic and Organizational Analysis
-
S. Chatterjee Enron's Incremental Descent into Bankruptcy: A Strategic and Organizational Analysis Long Range Planning 36 2003 133-149
-
(2003)
Long Range Planning
, vol.36
, pp. 133-149
-
-
Chatterjee, S.1
-
27
-
-
0000125532
-
Prospect Theory: An analysis of decision under risk
-
D. Kahneman and A. Tversky Prospect Theory: An analysis of decision under risk Econometrica 47 2 1979
-
(1979)
Econometrica
, vol.47
, Issue.2
-
-
Kahneman, D.1
Tversky, A.2
-
28
-
-
0024805103
-
Exit from declining industries and the case of steel castings
-
C. Baden-Fuller Exit from declining industries and the case of steel castings Economic Journal 99 1989 949-961
-
(1989)
Economic Journal
, vol.99
, pp. 949-961
-
-
Baden-Fuller, C.1
-
29
-
-
34548710216
-
Fading Memories: A Process Theory of Strategic Business Exit in Dynamic Environments
-
See also
-
See also R.A. Burgelman Fading Memories: A Process Theory of Strategic Business Exit in Dynamic Environments Administrative Science Quarterly 39 1994 24-56
-
(1994)
Administrative Science Quarterly
, vol.39
, pp. 24-56
-
-
Burgelman, R.A.1
-
30
-
-
0000815341
-
The escalation of commitment to a course of action
-
p. 577
-
B.M. Staw The escalation of commitment to a course of action Academy of Management Review 6 1981 577-587 p. 577
-
(1981)
Academy of Management Review
, vol.6
, pp. 577-587
-
-
Staw, B.M.1
-
33
-
-
32644481339
-
-
HIH Royal Commission Report: at Ref 2
-
HIH Royal Commission Report: http://www.hihroyalcom.gov.au op cit at Ref 2.
-
-
-
-
36
-
-
32644458892
-
-
Based on a response of five executives to the question 'Was there ever an occasion you can recall upon which the board disagreed with the proposal that had been advanced by management?'. Westfield provides a long list of evidence to suggest that HIH's management, and the CEO in particular, dominated the running of the board during the pre-failure stage. Examples of by-passing the board include the donation by the CEO of €157.000 to Cuthbert Heath in 1993 without informing the board
-
Based on a response of five executives to the question 'Was there ever an occasion you can recall upon which the board disagreed with the proposal that had been advanced by management?'. Westfield provides a long list of evidence to suggest that HIH's management, and the CEO in particular, dominated the running of the board during the pre-failure stage. Examples of by-passing the board include the donation by the CEO of €157.000 to Cuthbert Heath in 1993 without informing the board p. 28-29
-
-
-
-
37
-
-
32644476421
-
Liquidator uses HIH auditor and others
-
(15 November)
-
S. Sexton, Liquidator uses HIH auditor and others, Sydney Morning Herald (15 November 2002).
-
(2002)
Sydney Morning Herald
-
-
Sexton, S.1
-
41
-
-
84992936076
-
Decision Debacles and How to Avoid Them
-
p.13
-
P.C. Nutt Decision Debacles and How to Avoid Them Business Strategy Review 12 2 2001 1-14 p.13
-
(2001)
Business Strategy Review
, vol.12
, Issue.2
, pp. 1-14
-
-
Nutt, P.C.1
-
43
-
-
15244340206
-
Beyond agency conceptions of the work of the non-executive director: Creating accountability in the boardroom
-
J. Roberts T. McNulty and P. Stiles Beyond agency conceptions of the work of the non-executive director: Creating accountability in the boardroom British Journal of Management 16 2005 S5-S26
-
(2005)
British Journal of Management
, vol.16
-
-
Roberts, J.1
McNulty, T.2
Stiles, P.3
-
44
-
-
21844461838
-
Failing to learn and learning to fail (intelligently): How great organizations put failure to work to improve and innovate
-
doi:10.1016/j.lrp.2005.04.005
-
M. Cannon and A. Edmondson Failing to learn and learning to fail (intelligently): How great organizations put failure to work to improve and innovate Long Range Planning 38 2 2005 doi:10.1016/j.lrp.2005.04.005
-
(2005)
Long Range Planning
, vol.38
, Issue.2
-
-
Cannon, M.1
Edmondson, A.2
|