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Continuing Education for Board Directors: An Empirical Study of Its Effects on Directors, Boards and Public Trust
Hartmann, Michael C.
Kanada; Führungskraft; Schulung; Organisationsentwicklung; Vertrauen
DDC (Dewey Decimal Classification)
Wirtschaft - 330
Freie Stichwörter (deutsch)
Freie Stichwörter (englisch)
Adult learning; corporate governance; executive education
How do we rebuild public trust in our market institutions in the post-Enron era? This is a vexing question for the host of public- and private-sector players responsible for setting and enforcing the rules of the free-market system. One response has been to call for the ongoing training of board directors, with the assumption that this will lead to better directors, better boards and ultimately, better businesses.
This well-intentioned emphasis on education raises an interesting research problem, as little evidence has been presented to date to demonstrate a link between director education and director effectiveness. More importantly, no evidence exists to show a link between director education and a movement by boards to adopt the type of governance practices that can serve to rebuild and sustain public confidence in the marketplace.
The author's research objective is to test the assumption that "director education matters" and in doing so, to generate conclusions and recommendations for both theory and practice. To accomplish this objective, the author constructs a theoretical framework to test a set of hypotheses, which relate to trainee learning and the transfer of lessons learned in the classroom to the boardroom and beyond.
The author’s findings, based on an empirical study of a comprehensive, continuing education program for Canadian board directors, establish support for each of his hypotheses.
Hilb, Martin (Prof. Dr.)
Ondrack, Daniel (Prof. Dr.)
Erweitertes Diss. Komitee
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