Role of Culture, Behaviour and Psychological Biases in Boardrooms
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|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.||Funding Details:||Queensland University of Technology||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of Item:||Not peer reviewed||This item is made available under a Creative Commons License:||https://creativecommons.org/licenses/by-nc-nd/3.0/ie/|
|Appears in Collections:||Business Research Collection|
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