From Male Locker Room to Co-ed Board Room: A Twenty-Five Year Perspective
From Male Locker Room to Co-ed Board Room: A Twenty-Five Year Perspective
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从男性更衣室到男女混合董事会室：二十五年的视角
DOI：
10.1007/978-90-481-3401-4_16
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发表时间：
2000
期刊：
影响因子：
--
通讯作者：
C. Selby
中科院分区：
文献类型：
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作者：
C. Selby
1973年，在我作为RCA董事会成员的第一次会议后，我问一位银行家，自从最近公众关注公司董事的多样性和问责制以来，他是否观察到公司董事会运作的变化。我清楚地记得他的回答。“塞西莉，”他说，“过去在更衣室里做出的决定现在在董事会里做出。”在接下来的25年里，我在几家公司的董事会工作，一次又一次地观察到这一观察的重要性。当战略，正确地在董事会的责任范围内，是在董事会之外发起的，他们通常服务于那些发起战略的人的利益，而不是所有股东的利益。一个运作良好、负责任的董事会的定义可能是不会让这种行为得逞！但这要求董事们拥有无私而非既得利益的眼光，以及全面而非狭隘的视野。
In 1973, after my first meeting as a member of the RCA Board of Directors, I asked a fellow director, a banker, if he had observed changes in corporate board operations since recent public attention to the diversity and accountability of corporate directors. I remember his answer well. “Cecily”, he said, “the decisions that used to be made in the locker room are now being made in the boardroom.” Over my next twenty-five years of experience with several corporate boards, I observed, again and again, the significance of this observation. When strategies, properly within the responsibility of directors, are initiated outside the boardroom, they usually serve the interests of those initiating the strategies rather than those of all shareholders. One definition of a well-functioning and responsible board of directors could be one that will not let such behaviors succeed! But this requires directors with unselfish, not vested, interests and comprehensive, not parochial, vision.