Contents

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FROM CORPORATE SOCIAL RESPONSIBILITY (CSR) TO SUSTAINABILITY – TREND OF SOCIAL REPORTING IN BANKING ORGANIZATION

Shirley Mo Ching Yeung

https://doi.org/10.22495/cbv10i3art1

Viewed: 515Downloads: 504

HUMAN RESOURCES DEPARTMENT IN CRISIS: A CASE OF A UNIVERSITY IN SOUTH AFRICA

Bethuel Sibongiseni Ngcamu

https://doi.org/10.22495/cbv10i3art2

Viewed: 406Downloads: 463

AN ALTERNATIVE CONCEPTUAL CORPORATE GOVERNANCE FRAMEWORK FOR HIGH-CONTEXT CULTURES: A CASE FOR THE ISLAMIC & ARABIAN MIDDLE EAST

Meshaal Alshammary

https://doi.org/10.22495/cbv10i3art3

Viewed: 425Downloads: 500

CORPORATE SOCIAL RESPONSIBILITY REPORTING: WHAT BOARDS OF DIRECTORS NEED TO KNOW

Barry Ackers

https://doi.org/10.22495/cbv10i3art4

Viewed: 583Downloads: 499

GENDER DIVERSITY IN THE BOARDROOM: CONTEXT AND SPANISH CASE

Angela Giovinco

https://doi.org/10.22495/cbv10i3art5

Viewed: 624Downloads: 538

THE CORPORATE GOVERNANCE IN UZBEKISTAN: A SPECIAL FOCUS ON THE BOARD’S SUPERVISORY ROLE COMPARED WITH GERMAN PRACTICE

Zufar Ashurov

https://doi.org/10.22495/cbv10i3art6

Viewed: 914Downloads: 861

WHAT QUESTIONS DO BOARD MEMBERS IN PUBLIC SERVICE ORGANIZATIONS ASK ABOUT EXECUTIVE COMPENSATION?

Chris Bart , Y. Lilian Chan, Kiridaran Kanagaretnam

https://doi.org/10.22495/cbv10i3art7

Viewed: 476Downloads: 460