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dc.contributor.authorHeald, David
dc.contributor.authorSteel, David
dc.date.accessioned2016-11-14T00:29:24Z
dc.date.available2016-11-14T00:29:24Z
dc.date.issued2015
dc.identifier.citationHeald , D & Steel , D 2015 , ' Making the governance of public bodies work : chair-chief executive relationships in practice ' Public Money & Management , vol. 35 , no. 4 , pp. 257-264 . https://doi.org/10.1080/09540962.2015.1047266en
dc.identifier.issn0954-0962
dc.identifier.otherPURE: 50051057
dc.identifier.otherPURE UUID: 0c56cfbb-7e0a-4af4-bc3a-ead0a86ddac9
dc.identifier.otherScopus: 84929309607
dc.identifier.urihttp://hdl.handle.net/2164/7696
dc.descriptionThe authors gratefully acknowledge a grant from the British Academy (SG10591) and an award from the University of Aberdeen Knowledge Exchange and Transfer Fund.en
dc.format.extent8en
dc.language.isoeng
dc.relation.ispartofPublic Money & Managementen
dc.rightsThis is an Accepted Manuscript of an article published by Taylor & Francis Group in Public Money & Management on 13/05/2015 available online: http://www.tandfonline.com/10.1080/09540962.2015.1047266en
dc.subjectPublic sector corporate governanceen
dc.subjectChair-Chief Executive relationshipsen
dc.subjectAccounting Officeren
dc.subjectpublic bodiesen
dc.subjectquangosen
dc.subjectHB Economic Theoryen
dc.subject.lccHBen
dc.titleMaking the governance of public bodies work : chair-chief executive relationships in practiceen
dc.typeJournal articleen
dc.contributor.institutionUniversity of Aberdeen, Accountancyen
dc.contributor.institutionUniversity of Aberdeen, Business Schoolen
dc.description.statusPeer revieweden
dc.description.versionPostprinten
dc.identifier.doihttps://doi.org/10.1080/09540962.2015.1047266
dc.date.embargoedUntil01-07-20


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