Titlebook: Investment Beliefs; A Positive Approach Kees Koedijk,Alfred Slager Book 2011 Palgrave Macmillan, a division of Macmillan Publishers Limite

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ering strategic leadership from the Boardroom and the CEOs oThis book is written for business leaders and those that govern organisations. All high performing organisations excel in achieving 7 organisational outcomes: Accountability, Awareness, Adaptability, Agility, Alignment, Action and Achieveme

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Kees Koedijk,Alfred Slagerering strategic leadership from the Boardroom and the CEOs oThis book is written for business leaders and those that govern organisations. All high performing organisations excel in achieving 7 organisational outcomes: Accountability, Awareness, Adaptability, Agility, Alignment, Action and Achieveme

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Kees Koedijk,Alfred Slagerering strategic leadership from the Boardroom and the CEOs oThis book is written for business leaders and those that govern organisations. All high performing organisations excel in achieving 7 organisational outcomes: Accountability, Awareness, Adaptability, Agility, Alignment, Action and Achieveme

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Kees Koedijk,Alfred Slagerering strategic leadership from the Boardroom and the CEOs oThis book is written for business leaders and those that govern organisations. All high performing organisations excel in achieving 7 organisational outcomes: Accountability, Awareness, Adaptability, Agility, Alignment, Action and Achieveme

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Kees Koedijk,Alfred Slagerering strategic leadership from the Boardroom and the CEOs oThis book is written for business leaders and those that govern organisations. All high performing organisations excel in achieving 7 organisational outcomes: Accountability, Awareness, Adaptability, Agility, Alignment, Action and Achieveme

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Kees Koedijk,Alfred Slagerering strategic leadership from the Boardroom and the CEOs oThis book is written for business leaders and those that govern organisations. All high performing organisations excel in achieving 7 organisational outcomes: Accountability, Awareness, Adaptability, Agility, Alignment, Action and Achieveme

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Kees Koedijk,Alfred Slagern the way governance is perceived and operationalized. It will be shown that the dominant perspective on governance can be related to deep-seated characteristics of Western thought that are deeply ingrained in the Western managerial ‘mental map’. This mental map thus has a high tenacity and impedes