Relevant bibliographies by topics / Directors' powers

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Directors' powers'

Author: Grafiati
Published: 4 June 2021
Last updated: 11 February 2022

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Journal articles on the topic "Directors' powers"

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Valsan, Remus. "Directors' Powers and the Proper Purposes Rule." King's Law Journal 27, no. 2 (May 3, 2016): 157–64. http://dx.doi.org/10.1080/09615768.2016.1208897.

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Payne, Jennifer. "Directors' Powers and Duties by Peter Watts." Modern Law Review 73, no. 3 (May 2010): 515–17. http://dx.doi.org/10.1111/j.1468-2230.2010.00805-2.x.

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Das, Deba, Daniel Wylde, and Sophie Tang. "By your leave – the English High Court gives guidance on when directors subject to competition disqualification orders may obtain limited permission to act." Competition Law Journal 19, no. 1 (April 2, 2020): 1–9. http://dx.doi.org/10.4337/clj.2020.01.01.

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In Stamatis and Davies v. Competition and Markets Authority, Re Fourfront Group Ltd, the English High Court has for the first time considered aspects of the CMA's directors disqualification regime. The CMA regards the power to disqualify directors for competition law infringements as an important tool in its enforcement of competition law. The judgment in Stamatis and Davies v. CMA provides useful guidance on the approach of the English courts to applications by an individual subject to a competition disqualification undertaking for permission to act as a director, under section 17 of the Company Directors Disqualification Act 1986. This article looks at the way the court approached the principles that apply to applications in the non-competition context and highlighted some important considerations that are specific to the competition regime. This article also considers how the judgment may influence the manner in which the CMA approaches its use of its director disqualification powers in the future.
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Moore, Colin R. "Obligations in the shade: the application of fiduciary directors' duties to shadow directors." Legal Studies 36, no. 2 (June 2016): 326–53. http://dx.doi.org/10.1111/lest.12110.

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This paper argues that shadow directors, as defined in English law, ought to owe the full range of directors' duties, both fiduciary and non-fiduciary, enacted in the Companies Act 2006 (CA 2006), ss 171–177, to the relevant company under their influence. Following the enactment of the recent Small Business, Enterprise and Employment Act (SBEEA) 2015, these general duties are likely to apply to shadow directors, although there is still a case to be made as to why shadow directors should owe fiduciary duties to the relevant company. It is argued here that such a relationship is fiduciary in nature, but the current approach deployed in the English courts, based upon the application of Finn's originally formulated ‘undertaking’ test alone, is inadequate. Given these inadequacies, it is proposed that the Canadian ‘power and discretion’ test be deployed alongside the ‘undertaking’ test, in order to provide a far more comprehensive justification for the application of fiduciary obligations to shadow directors. This position is supported by establishing a theoretical basis for the ‘power and discretion’ test, via Paul Miller's ‘fiduciary powers theory’, as well as considering the application of such a test to shadow directors.
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Nwafor, Anthony O., and Gloria C. Nwafor. "Breach of duty: Power of shareholders to ratify directors fraudulent dealings." Corporate Board role duties and composition 10, no. 2 (2014): 32–45. http://dx.doi.org/10.22495/cbv10i2art3.

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Company directors owe duty of loyalty to the company which prohibits them from fraudulent dealings in the course of conducting the affairs of the company. Although the shareholders could, in the exercise of their voting powers, grant relieves to the directors from liabilities arising from a breach of duty that amounts to fraud, the extent and capacity in which the shareholders could exercise such powers is confounded by the elusive attempts by the courts in defining fraud. The paper argues that without a definite meaning ascribed to fraud, the power and capacity in which the shareholders could ratify a breach of duty arising from self-dealing and expropriation of corporate opportunities by directors cannot be predetermined, but that each case would be based on the peculiarities of its own facts.
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Lim, Ernest. "Directors' duties: improper purposes or implied terms?" Legal Studies 34, no. 3 (September 2014): 395–418. http://dx.doi.org/10.1111/lest.12020.

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This paper challenges the prevailing assumption that the directors' duty to act for proper purposes under s 171 (b) of the Companies Act 2006 is well-grounded on authorities such as Howard Smith Ltd v Ampol Petroleum Ltd, Hogg v Cramphorn Ltd, Lee Panavision Ltd v Lee Lighting Ltd and Extrasure Travel Insurances Ltd v Scattergood. It advances the argument that a close analysis of these authorities shows that, despite the use of the language of proper purpose, the primary and central justification for impugning the director's exercise of powers in question is that an implied term of the company's constitution was contravened. Given that case-law support for the proper purpose duty is at best overstated and at worst misconceived, a consideration of whether future cases concerning whether directors have breached their duties should be decided on the basis of whether an implied term of the constitution has been contravened under s 171(a), instead of whether directors have exercised their powers for proper purposes under s 171(b), is warranted. It is submitted that deciding cases based on implied terms under s 171(a) is more defensible because: (i) high authorities such as Attorney General of Belize v Belize Telecom and Equitable Life Assurance Society v Hyman endorse the use of implied terms as a technique for controlling the exercise of discretionary powers conferred on directors; (ii) a principled approach for implying terms can be derived from these authorities; (iii) there are safeguards that are built into the doctrine of implied terms; (iv) the application of the improper purpose doctrine gives rise to perennial problems; and (v) that doctrine is based on a fallacious conceptual justification.
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Quinn, John. "The Sustainable Corporate Objective: Rethinking Directors’ Duties." Sustainability 11, no. 23 (November 27, 2019): 6734. http://dx.doi.org/10.3390/su11236734.

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Traditionally, the purpose of directors’ duties within company law is to ensure that the powers of management given to directors are properly exercised. For instance, instead of using their managerial powers to further their personal interests or for some collateral purpose, directors are under a duty to take decisions which they think will further the company’s interests. In most EU jurisdictions, determining what acting in the company’s interest means is not mandated by law, but is rather left to the subjective business judgement of directors. The discretion allowed by this duty has allowed for, influenced in part by a law and economics approach to company law, the shareholder value norm to become entrenched. This paper argues that the law of directors’ duties should evolve to provide specific guidelines to directors on the question of the corporate objective. It supports existing arguments for a reform of EU company law to include a new duty requiring directors to ensure sustainable value creation. The paper argues that any such duty should be framed objectively and be enforced through public mechanisms rather than a reliance on private actors.
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Andert, Darlene. "Why do directors feel so separate when they are interconnected?" Corporate Ownership and Control 5, no. 1 (2007): 155–57. http://dx.doi.org/10.22495/cocv5i1p13.

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The current events at Hewlett-Packard (HP) offer steadfast corporate governance professionals a new case study concerning: (1) the powers of the Board, (2) the role of the Chair, and (3) the expectation by individual directors to expect boardroom due process to redress issues. While the Sarbanes-Oxley Act of 2002 (SOX) changed the requirements for transparency and financial disclosure for the CEO and CFO, it remained too silent concerning director-to-director transparency and the role of the Chair to take action without full board consent. This is a re-occurring directorship problem as Enron, Disney, and other exigent cases show. These cases point to the need for director-to-director transparency and disclosure if board members are to avoid unsubstantial board action.
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Powers, Amanda Clay, Martin Garnar, and Dustin Fife. "New academic library leader discussion series: Part three." College & Research Libraries News 79, no. 2 (February 1, 2018): 81. http://dx.doi.org/10.5860/crln.79.2.81.

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Amanda Clay Powers (ACP), Martin Garnar (MG), and Dustin Fife (DF) are all relatively new library deans or directors. This series is their attempt to discuss the process of moving to a new library and becoming more than just a new manager, but truly a leader. In part three, Powers, Garnar, and Fife will explore some of the lessons they have learned. In part two, the authors focused on their first 100 days on the job and, in part one, they discussed finding their new jobs. Powers, Garnar, and Fife believe this open and honest conversation is essential to help prepare future library deans, directors, and leaders.
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Malekzedeh, Ali R., Victoria B. McWilliams, and Nilanjan Sen. "Implications of CEO Structural And Ownership Powers, Board Ownership And Composition On The Markets Reaction To Antitakeover Charter Amendments." Journal of Applied Business Research (JABR) 14, no. 3 (August 31, 2011): 53. http://dx.doi.org/10.19030/jabr.v14i3.5703.

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<span>This study analyzes how the CEOs structural and ownership powers, along with the board of directors ownership and composition influence the markets reaction to antitakeover charter amendments. We find conditional support for both the agency and stewardship theories, each being relevant depending on governance mechanisms. The market evaluates the potential effect of the amendments on the balance of power between the CEO and the board of directors, and whether there are any countervailing forces to assure shareholders rights are being protected.</span>
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Dissertations / Theses on the topic "Directors' powers"

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Coetzee, Shaun. "Business and affairs : the widening of the board of director's powers." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/26625.

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In Company Law there are two bodies or organs of the company that have the power to make decisions regarding the management of the company. These two bodies are the shareholders in the general meeting and the board of directors. The exact nature of the relationship between the directors and the company is not easily described. While directors have been said to be agents, trustees or even managers of a company, none of these fully describe the position with total accuracy. The nature of the position of the director is best described as being sui generis, and having similarities to each of those in certain circumstances. The Companies Act 71 of 2008 gives a new expanded definition of “director” which clarifies who is considered to be a director. The Common Law initially considered the members in the general meeting, to be the company and any resolution by them was considered to be a corporate act. The constitutional documents of the company were considered to be a contract between them and the majority rule was enforced. The directors would have their power delegated to them. This position changed in 1906 after the case of Automatic Self-cleansing Filter Syndicate Co Ltd v Cunninghame [1906] 2 Ch 34 (CA). Here the court held that there was a division of power, according to the constitutional documents, between the shareholders in the general meeting and the board of directors. The general meeting could not interfere with those powers of the board, except if they changed the articles of association by special resolution. The shareholders had residual and default powers and were the ultimate organ of the company. The position of the board of directors in Companies Act 61 of 1973 was given in Article 59 of Table A. Here the board was given the power to manage the business of the company. It was found that this included the power to derive a profit and stop trading in certain circumstances but did not include the power to liquidate the company. The board’s powers, according to Article 59 of Table A, were still subject to the shareholders in the general meeting. This showed that the shareholders still remained the ultimate power in the company. The division of powers in Company Law has been drastically changed by Section 66(1) of the Companies Act 71 of 2008. The board of directors is now statutory empowered to manage not only the business of the company, but also the affairs. It was stated in the case of Ex parte Russlyn Construction (Pty) Ltd 1987 (1) SA 33 (D) that affairs had a wider meaning than business and could include the power to liquidate the company. Delport states, with reference to Canadian Law, that the word “affairs” means the internal dealings of a company as well as the existence of the company. The statutory empowerment of the board, and inclusion of the word ‘’affairs’’ in section 66(1), changes the division of powers in the company. The board of directors now has original powers and is the ultimate power in the company being able to bring an end to the very existence of the company. The full effect of this change is one which will only be revealed in years to come as case law around this matter develops.
Dissertation (LLM)--University of Pretoria, 2012.
Mercantile Law
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Amosh, Ibrahem Ata Kh. "Company directors' powers, duties and liabilities : an analysis of company law in the United Kingdom." Thesis, University of Edinburgh, 1992. http://hdl.handle.net/1842/19627.

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This thesis is an analysis of directors' powers, duties and liabilities under the British company Law. It consists of ten chapters, the first of which is an introductory one. The second chapter discusses the powers of directors. Directors' duties to the company are examined in chapters 3, 4, 5 and 6. The fair dealing rules (i.e. the co-conflict rule and the no-profit rule) and the statutory as well as the common law role to relax them are examined in both chapters 3 and 4. The fifth chapter is concerned with directors' duty of honesty and good faith; whereas, the duty of skill and care is examined in chapter 6. Directors' duty to individual shareholders is the subject of chapter 7. In chapter 8 directors' duties to the creditors of their company have been highlighted. Litigation and the protection of minority shareholders have been examined in chapter 9. The thesis ends with a summary and conclusions. The power to manage a company is usually vested in the board of directors. A director's primary duty is owed to his company. However, in some exceptional cases a director may owe duties to the company's shareholders and its creditors. It is submitted that the fair dealing rules as applied in the U.K. are inflexible. The courts, however, have shown their willingness to relax them. The test of the duty to act bona fide is mainly subjective. Whereas the test of the proper purpose is mainly subjective. Directors' duties of skill and care are mainly governed by the common law rules. The applied test to the duty of care and skill is mainly subjective. Since a director's breach of duty may harm the minority shareholders, the common law as well as the legislation tried to provide minority shareholders with the necessary protection.
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Esen, Rita Emeh. "Control by the general meeting through the powers to appoint and remove directors : a comparison of the laws of U.K., U.S.A. and Germany." Thesis, Northumbria University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.367412.

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This work is a comparative study of shareholders' powers to appoint and remove directors in the United Kingdom, United States and Germany as an internal corporate control mechanism. It highlights the entrenched positions of corporate managers in the face of shareholders' weakening powers in these systems. Having recognised the importance of shareholders' position as the contributors of corporate capital, the laws of these three systems give them the right to bring about changes in the control of companies by vesting power in the general meeting to determine the composition of corporate boards. Shareholders appoint directors to act on their behalf, the board in turn selects and monitors its executives to ensure that the interests of shareholders and other stakeholders are protected. The Anglo-American system is characterised by dispersed shareholding and management dominated boards, with the result that shareholders do not exercise their voting rights effectively. Under the German two-tier board system companies are accountable to a wide range of stakeholders and have a different structure of shareholding, where banks control the majority of shares. Despite the absence of management-dominated boards in that system the depository share system together with the practice of co-determination tend to restrict shareholders' participation in corporate control. The reality is that directors may 2 end up using certain devices to entrench themselves on the board so as to restrict the ability of shareholders to remove them. This thesis advocates a greater role for shareholders through improved opportunities for them to use their voting powers in determining the composition of their boards. It makes various recommendations in the different areas in which shareholders face difficulties in exercising these powers. It is hoped that the implementation of these suggestions will result in a system which will enable shareholders to exercise their voting powers more effectively for the purpose of controlling their companies.
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BAZZANI, MATTEO. "Imputazione individuale e attuazione solidale della responsabilità dei membri del consiglio di amministrazione di s.p.a. nei confronti della società." Doctoral thesis, Università Cattolica del Sacro Cuore, 2008. http://hdl.handle.net/10280/209.

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La tesi affronta il tema della responsabilità dei membri del consiglio di amministrazione di s.p.a verso la società per gli inadempimenti dei doveri gestori insiti negli atti o nelle omissioni collegiali. L'accertamento dei presupposti della responsabilità degli amministratori deve avvenire su base individuale con conseguente possibilità di imputazione del danno da risarcire ad alcuni consiglieri e non ad altri, che pure abbiano compartecipato al medesimo inadempimento: il singolo amministratore può infatti essere esonerato da responsabilità mediante la prova della personale immunità da colpa (dimostrando di essere stato diligente alla luce della natura del suo incarico e delle sue specifiche competenze) anche a prescindere dalla manifestazione formale del dissenso ex art. 2392 cc., ult. comma. La solidarietà rappresenta la regola di attuazione dell'obbligazione risarcitoria tra gli amministratori ritenuti corresponsabili in relazione al medesimo fatto dannoso. È possibile tuttavia pervenire ad una graduazione della condanna risarcitoria in virtù dell'eventuale connotazione dolosa dell'inadempimento di un singolo consigliere e dell'applicazione del regime risarcitorio differenziato di cui all'art. 1307 c.c.. La società può inoltre rinunziare alla solidarietà anche ex ante con adozione in via statutaria di un regime di responsabilità parziaria per tutti o alcuni degli amministratori, purchè nei soli rapporti tra società e amministratori e nei limiti di cui all'art. 1229 cc.
This thesis provides an analysis of the pertinent aspects of the liability of corporate directors for breach of their fiduciary duties in case of collegial functioning of an Italian s.p.a.'s board of directors. The liability of the directors must be determined on an individual basis and whether they are exculpated from liability for a breach of their duties can vary for each director based on his specialized skills and on the role he plays in the board (independent director, president, member of a committee), regardless of the entering of the dissent from the board's action into the corporate records. The liability is joint and several where two or more directors jointly participate in the same breach of a fiduciary duty with a right of contribution inter se. The corporation ( S.P.A. ) may waive to the protection secured by the joint and several liability rule either (i) by opting for a proportional liability regime with respect to the directors' liability vis-a-vis the corporation and except for the cases of directors' fraud or gross negligence or (ii) by entering into partial settlements with one director (or more directors) for the portion of the damage attributable to his (or their) personal fault.
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Abdelmoumen, Nedra. "Hiérarchie et séparation des pouvoirs dans les sociétés anonymes de type classique." Thesis, Paris 1, 2013. http://www.theses.fr/2013PA010342/document.

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Aucun texte de loi n'affirme que la société anonyme est régie selon les principes de hiérarchie et de séparation des pouvoirs. C'est la jurisprudence de l'arrêt Motte qui fonde ces principes à l'image d'une démocratie politique. L'enjeu consiste donc à vérifier l'application de ces principes dans les sociétés anonymes de type classique. La présence du principe de séparation des pouvoirs semble associée à la présence du principe de hiérarchie. Pourtant, les rapports entre les deux principes sont traditionnellement tumultueux. Pour autant, il ne s'agit guère d'un simple constat. L'affirmation selon laquelle l'assemblée d'actionnaires occupe une position souveraine dans la hiérarchie ne résiste pas longtemps à l'analyse. L'apparente cohabitation 'paisible entre principe de hiérarchie et principe de séparation des pouvoirs s'érode devant les exigences du marché. Ce marché est un acteur externe à la société anonyme mais démontre intensément que les règles régissant l'organisation des pouvoirs dans la société anonyme reflètent imparfaitement les rapports entre ces principes. Les différentes figures de ces principes ont permis de constater la présence de forts déséquilibres très contraignants et paradoxaux, voire une distorsion entre la pratique de ces principes et ce qu'exige l'essence de leurs déterminants. Ces constats ne s'opposent pas à la possibilité de retrouver une cohérence et une harmonie générale au fonctionnement de la société anonyme. Toutefois, le développement des solutions alternatives ne devrait guère contester l'influence légitime du marché; bien au contraire, il convient d'affirmer le rôle économique de la société anonyme. Ainsi, l'un des objectifs premiers de cette thèse est de montrer que si les principes de hiérarchie et de séparation des pouvoirs sont des principes fondateurs du fonctionnement des sociétés anonymes; ils nécessitent néanmoins une refondation. Celle-ci consiste à déterminer les finalités des principes, la redéfinition des pouvoirs de l'organe souverain, ainsi qu'une rationalisation des pouvoirs de l'organe de gestion. Enfin, pour renouer le dialogue entre ces deux organes, il convient de relativiser leurs rapports, en intégrant les valeurs de collaboration et de conciliation dans la culture de la société anonyme
There is no legislation asserting that the limited company is governed according to the principles of hierarchy and separation of powers. It is the jurisprudence of the Motte ruling that establishes these principles modeled on a political democracy. The challenge is therefore to verity the application of these principles in classic limited companies. The presence of the principle of separation of powers seems to be associated with the presence of the principle of hierarchy. However, the relationship between the two principles is traditionally tumultuous. Nevertheless, it is hardly about a simple report. Indeed, the assertion according to which shareholders assembly occupies a sovereign position in the hierarchy does not resist for a long time to the analysis. The apparent peaceful coexistence between the principle of hierarchy and the principle of separation of powers is eroded when facing the market requirements. This market is an external actor to the limited company. However it intensely demonstrates that the rules governing the organization of power in the company imperfectly reflect the relationship between these principles. The different cases of these principles revealed the presence of strongly binding and paradoxical imbalances, even distortions, between the practice of these principles and what is required by the essence of their determinants. These findings are not opposed to the possibility of reaching consistency and harmony in the general operation of the limited company. However, the development of alternatives should not challenge the legitimate influence of the market. On the contrary, it is to enforce the economic role of the company. Thus, a primary objective of this thesis is to show that even though the principles of hierarchy and separation of powers are the founders of the companies operating principles, they nevertheless require a re-founding. The re-founding aims to determine the purpose of the principles, redefining the powers of the sovereign body, as well as streamlining the powers of the managing body. Finally, to resume the dialogue between the two bodies, their relationship should be relativized, incorporating the values of cooperation and conciliation in the culture of the company
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Kaudeer, Ashirah Bibi. "Does the role and duties of the business rescue practitioner as conferred by the South African Companies Act 71 of 2008 give rise to conflicts with respect to the powers and duties of directors during business rescue proceedings?" Master's thesis, University of Cape Town, 2016. http://hdl.handle.net/11427/20859.

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The objective of this thesis is to research to what extent do the duties and powers conferred to the business rescue practitioner conflict with that of the directors during the business rescue proceedings since both of them form part of the management of the financially distressed company. In so doing, an analysis of the South African statutory provisions will be undertaken, followed by a probe into how those provisions can lead to the probable conflicts to be encountered between management and the practitioner, which can in turn considerably affect the effectiveness and success of the corporate reorganisation. In order to be able to find solutions to reduce possible conflicts, a juxtaposed analysis will be made with similarly statutory provisions in Australia, United Kingdom and United States of America.
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Kay, Brent William. "Education directors' perspectives on power and value." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/nq23944.pdf.

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Coulter, Cynthia McInnes. "Information Power and district library media directors /." Full-text version available from OU Domain via ProQuest Digital Dissertations, 1990.

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Lewis, Leigh Garnet. "Female Athletic Directors' Perceptions of Position Power." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc278482/.

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This study sought to determine female college and university athletic directors' perceptions of position power according to selected job-related characteristics, through development and use of a nineteen-item survey instrument. The study was conducted during the 1991-1992 academic year and consisted of an initial study to determine content validity of the survey instrument, followed by construct validity and reliability determination utilizing a pilot study group of twenty female intercollegiate athletic directors.
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Jiang, Ping. "A naming and directory service for publisher-subscriber's status dissemination." Online access for everyone, 2004. http://www.dissertations.wsu.edu/Thesis/Spring2004/P%5FJiang%5F050504.pdf.

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Books on the topic "Directors' powers"

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Loose, Peter. The Company director: Powers and duties. 7th ed. Bristol: Jordans, 1993.

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Iyer, L. V. Visweswaran. Guide to company directors: Powers, rights, duties, and liabilities. 2nd ed. Nagpur: Wadhwa and Co., 2003.

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Loose, Peter. The company director: His functions, powers & duties. 6th ed. Bristol: Published in association with the Institute of Directors (by) Jordans, 1987.

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Griffiths, Michael, 1945 Sept. 27- and Impey David, eds. The company director: Powers, duties and liabilities. Bristol: Jordans, 2008.

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Griffiths, Michael, 1945 Sept. 27- and Impey David, eds. The company director: Powers, duties and liabilities. Bristol: Jordans, 2011.

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Corkery, J. F. Director's powers and duties. Melbourne, Australia: Longman Professional, 1987.

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John, Gennard, ed. Power and influence in the boardroom: The role of the personnel/HR director. London: Routledge, 2001.

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Unknown. Green Power Industry Directory , 2007. S.l: Webcom Communications Corp, 2007.

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Koltay, Gábor. A bukaresti Trianon-vita. [Budapest]: Szabad Tér, 2005.

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), Northwest Power Planning Council (U S. Directory of organizations. Portland, Or: Northwest Power Planning Council, 1991.

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Book chapters on the topic "Directors' powers"

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Khoza, Reuel J., and Mohamed Adam. "Appointing the Board of Directors." In The Power of Governance, 143–65. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230288812_8.

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Life, Regge. "The power of improvisation." In Becoming an Actor’s Director, 162–66. London ; New York Routledge, 2020.: Routledge, 2019. http://dx.doi.org/10.4324/9780429200946-16.

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Middlemas, Keith. "Contested Directions 1974–76." In Power, Competition and the State, 44–71. London: Palgrave Macmillan UK, 1991. http://dx.doi.org/10.1057/9780230379893_2.

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Sheng, Samuel, and Robert Brodersen. "Conclusions and Future Directions." In Low-Power CMOS Wireless Communications, 263–67. Boston, MA: Springer US, 1998. http://dx.doi.org/10.1007/978-1-4615-5457-8_10.

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Ghosh, Arindam, and Gerard Ledwich. "Future Directions and Opportunities for Power Quality Enhancement." In Power Quality Enhancement Using Custom Power Devices, 443–56. Boston, MA: Springer US, 2002. http://dx.doi.org/10.1007/978-1-4615-1153-3_12.

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Ordys, Andrzej W., A. W. Pike, Michael A. Johnson, Reza M. Katebi, and Michael J. Grimble. "Conclusions and Future Directions." In Modelling and Simulation of Power Generation Plants, 273–76. London: Springer London, 1994. http://dx.doi.org/10.1007/978-1-4471-2114-5_6.

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Larsen, Anton Grau, and Christoph Houman Ellersgaard. "A Scandinavian variety of power elites?" In New Directions in Elite Studies, 133–49. Abingdon, Oxon ; New York, NY : Routledge, 2018. | Series: Routledge advances in sociology ; 237: Routledge, 2017. http://dx.doi.org/10.4324/9781315163796-7.

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Dignam, Alan. "Directors’ Powers." In Hicks & Goo’s Cases and Materials on Company Law, 238–64. Oxford University Press, 2011. http://dx.doi.org/10.1093/he/9780199564293.003.0008.

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"Powers of directors." In Bourne on Company Law, 198–204. Routledge, 2010. http://dx.doi.org/10.4324/9780203849927-18.

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"POWERS OF DIRECTORS." In Scottish Company Law, 198–203. Routledge-Cavendish, 2012. http://dx.doi.org/10.4324/9781843140108-20.

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Conference papers on the topic "Directors' powers"

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Weidler, Darryl E. "Large Exit Windows For High Power Beam Directors." In OE/LASE '89, edited by Claude A. Klein. SPIE, 1989. http://dx.doi.org/10.1117/12.951356.

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Venediktov, Vladimir Y., Alexey Leshchev, and Michael V. Vasil'ev. "Laser beam directors with nonlinear optical correction." In Twelfth International Symposium on Gas Flow and Chemical Lasers and High-Power Laser Conference. SPIE, 1998. http://dx.doi.org/10.1117/12.334425.

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Bollen, Math, and Ying Wang. "Voltage sag indices - future directions." In 2015 IEEE Power & Energy Society General Meeting. IEEE, 2015. http://dx.doi.org/10.1109/pesgm.2015.7286188.

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Mankins, John C. "New Directions for Space Solar Power." In 57th International Astronautical Congress. Reston, Virigina: American Institute of Aeronautics and Astronautics, 2006. http://dx.doi.org/10.2514/6.iac-06-c3.1.03.

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Barty, C. P. J. "High Peak Power Laser Technologies: New Directions." In Frontiers in Optics. Washington, D.C.: OSA, 2009. http://dx.doi.org/10.1364/fio.2009.fmi1.

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Nunnally, W. C., W. E. Dillon, and C. V. Smith, Jr. "Insulation Directions For High Power Space Systems." In 1988 Los Angeles Symposium--O-E/LASE '88, edited by Raymond F. Askew. SPIE, 1988. http://dx.doi.org/10.1117/12.943653.

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Barman, Amal, Jaya Sil, Nader Barsoum, Sermsak Uatrongjit, and Pandian Vasant. "DEPLOYMENT OF DIRECTORY SERVICE FOR IEEE N BUS TEST SYSTEM INFORMATION." In INTERNATIONAL CONFERENCE ON POWER CONTROL AND OPTIMIZATION: Innovation in Power Control for Optimal Industry. AIP, 2008. http://dx.doi.org/10.1063/1.3008689.

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Ahmed, Rana E., and Muhammad K. Dhodhi. "Directory-based cache coherence protocol for power-aware chip-multiprocessors." In 2011 24th IEEE Canadian Conference on Electrical and Computer Engineering (CCECE). IEEE, 2011. http://dx.doi.org/10.1109/ccece.2011.6030618.

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Frenkil, Jerry. "Issues and directions in low power design tools." In the 1997 international symposium. New York, New York, USA: ACM Press, 1997. http://dx.doi.org/10.1145/263272.263313.

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Asbeck, Peter, Lawrence Larson, Donald Kimball, and James Buckwalter. "CMOS handset power amplifiers: Directions for the future." In 2012 IEEE Custom Integrated Circuits Conference - CICC 2012. IEEE, 2012. http://dx.doi.org/10.1109/cicc.2012.6330561.

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Reports on the topic "Directors' powers"

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Corporate Governance: The Power of Outside Directors on CEO-Only Boards. IEDP Ideas for Leaders, April 2015. http://dx.doi.org/10.13007/506.

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