Role of Culture, Behaviour and Psychological Biases in Boardrooms
Files in This Item:
|10_02_Brennan_Role_of_Culture,_Behaviour_and_Psychological_Biases_in_Boardrooms_(1).pdf||222.47 kB||Adobe PDF||Download|
|Title:||Role of Culture, Behaviour and Psychological Biases in Boardrooms||Authors:||Brennan, Niamh||Permanent link:||http://hdl.handle.net/10197/9278||Date:||16-Jul-2013||Online since:||2018-03-09T17:52:22Z||Abstract:||There is increasing recognition of the importance for good corporate governance of hard-to-regulate features of organisations and their boards. This article examines the role of culture, behaviour and psychological biases in boardrooms, drawing particularly on Lloyd’s Report (2010) on risk and the Walker Report (2009) published after the banking crisis in the UK.||Type of material:||Other||Publisher:||Centre for Law, Markets and Regulation||Keywords:||Boardroom culture; Behavioural influences; Pyschological influences||Other versions:||https://clmr.unsw.edu.au/article//role-of-culture%2C-behaviour-and-psychological-biases-in-boardrooms||Language:||en||Status of Item:||Not peer reviewed|
|Appears in Collections:||Business Research Collection|
Show full item record
This item is available under the Attribution-NonCommercial-NoDerivs 3.0 Ireland. No item may be reproduced for commercial purposes. For other possible restrictions on use please refer to the publisher's URL where this is made available, or to notes contained in the item itself. Other terms may apply.