From a global overview of governance and why have boards in the first place to the critical leadership skills of the Chairman, this book offers a unique collection of original contributions that are intellectually riveting and distinctly useful for board directors. This is no mean feat, bearing in mind the scandals that have bedeviled corporations and governments. How to Make Boards Work captures latest governance thinking and research whilst simultaneously addressing the theory and practice of board directors relations. The role and contribution of boards is scrutinized within the broader framework of global, social and political complexity. Clearly arguing for the need to reinvent boards, the book's groundbreaking contribution offers latest thinking and global research on the skills, knowledge and qualities necessary for the high performing board and board director. The integration of monitoring through governance codes with the necessary leadership of the directors, capture the nature of the high performing global board. From why have boards, to what to do on boards, this unusual collection is the board directors' guide to sustainable value creation.

Linking various disciplines and management functions, Integrated Performance Management provides the reader with a concrete framework to manage organizations successfully. The authors do not isolate a single strategy to manage performance. Instead, the book focuses on a range of strategies providing the reader with an introduction to each one.

The concepts under analysis were developed through intense dialogue with business managers. While maintaining academic rigour, Integrated Performance Management presents ideas that students will find relevant outside of the classroom. Postgraduate and MBA students in a range of areas including strategy, accounting, finance, operations management, marketing, leadership and human resource management will find this book useful.