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No seat at the table : how corporate governance and law keep women out of the boardroom /
Filled with real-life cases, No Seat at the Table opens the closed doors of the boardroom and reveals the dynamics of the corporate governance process and the double standards that often characterize it. Based on empirical evidence, Branson concludes that women have to follow different paths than me...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
New York :
New York University Press,
[2007]
|
| Colección: | Critical America.
|
| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Branson, Douglas M., |e author. | |
| 245 | 1 | 0 | |a No seat at the table : |b how corporate governance and law keep women out of the boardroom / |c Douglas M. Branson. |
| 264 | 1 | |a New York : |b New York University Press, |c [2007] | |
| 300 | |a 1 online resource (ix, 239 pages) | ||
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| 504 | |a Includes bibliographical references (pages 225-231) and index. | ||
| 505 | 0 | |a pt. 1. Glass ceilings, floors, and walls. -- Restraints on advancement -- Glass ceilings and floors: the court cases -- Prices of motherhood: stereotyping, work/life issues, and opting out -- In a different register: women in the governance model -- Bully broads, iron maidens, queen bees, and ice queens -- pt. 2. Climbing the corporate ladder: myths and realities. -- Routes to the top: the advice -- The road to the top: the evidence -- The 2005 proxy data -- Women and minorities in organizations: the legacy of tokenism -- pt. 3. Corporate governance and the keeper of the keys to the boardroom. -- Corporate governance in America -- Women, culture, and the U.S. model of corporate governance -- Women in corporate governance: the numbers versus the expectations -- pt. 4. Getting a seat at the boardroom table. -- Paradigm shifts: a tale of three women -- Prescriptions. | |
| 520 | |a Filled with real-life cases, No Seat at the Table opens the closed doors of the boardroom and reveals the dynamics of the corporate governance process and the double standards that often characterize it. Based on empirical evidence, Branson concludes that women have to follow different paths than men in order to gain CEO status, and as such, encourages women to make flexible, conscious, and often frequent shifts in their professional behaviors and work ethics as they climb the corporate ladder. | ||
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| 650 | 0 | |a Career development |z United States. | |
| 650 | 0 | |a Corporate governance |z United States. | |
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| 776 | 0 | 8 | |i Print version: |a Branson, Douglas M. |t No seat at the table. |d New York : New York University Press, ©2007 |w (DLC) 2006018398 |
| 830 | 0 | |a Critical America. | |
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