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||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culture;Behavioural influences;Pyschological influences||Language:||en||Status of Item:||Not peer reviewed|
|Appears in Collections:||Business Research Collection|
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