000			01283naa a2200181uu 4500
001			8061117283210
003			OSt
005			20190211163721.0
008			080611s2008 xx ||||gr |0|| 0 eng d
100	1		_aDREW, Stephen A. _934530
245	1	0	_aEnganging boards in corporate direction-setting : _bstrategic scorecards
260			_aOxford, UK : _bElsevier, _cOctober 2007
520	3		_aMoves by regulators to drive governance reform have cascaded across the globe. The U.S. Sarbanes-Oxley Act and the U.K. Combined Code are leading examples. The article discusses how boards can contribute to strategic conversations and share responsibilities for strategic management with the CEO and top teams. We discuss how tools like balanced scorecards can align the focus of directors towards future opportunities and risks. It is suggested that boards adopt a strategic scorecard as implemented by CIMA1 to engage in strategy. This holistic framework provides a common language and structure for top-level decision-making and leads to enhanced performance for stakeholders
700	1		_aKAYE, Roland _934531
773	0	8	_tEuropean Management Journal _g25, 5, p. 359-369 _dOxford, UK : Elsevier, October 2007 _xISSN 02632373 _w
942			_cS
998			_a20080611 _b1728^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c26655 _d26655
041			_aeng