| Jordan/Zalaznick Advisers Inc. | 82.3 | 6 | 4 |
| KiTalent | 61.9 | 3 | 3 |
| Reporters Without Borders | 60.0 | 6 | 0 |
| Brunswick Review | 55.2 | 5 | 0 |
| Morgan Philips Group | 52.3 | 3 | 1 |
| Deloitte | 49.6 | 4 | 0 |
| Thomson Reuters | 49.6 | 4 | 0 |
| Spencer Stuart | 49.1 | 2 | 2 |
| Odgers Berndtson | 49.1 | 2 | 2 |
| Daversa Partners | 49.1 | 2 | 2 |
| PRL International | 49.1 | 2 | 2 |
| Calibre One | 49.1 | 2 | 2 |
| PricewaterhouseCoopers | 42.7 | 3 | 0 |
| Arthur J. Gallagher & Co. | 42.7 | 3 | 0 |
| The Chronicle of Philanthropy | 42.7 | 3 | 0 |
| Rudin Center for Transportation Policy & Management | 42.7 | 3 | 0 |
| Implementation Management Associates | 42.7 | 3 | 0 |
| Geografiska Annaler. Series A, Physical Geography | 40.6 | 1 | 3 |
| Cloudflare | 40.0 | 0 | 17 |
| Los Angeles Times | 33.9 | 2 | 0 |
| Ernst & Young | 33.9 | 2 | 0 |
| KPMG | 33.9 | 2 | 0 |
| Bloomberg Businessweek | 33.9 | 2 | 0 |
| World Press Freedom Index | 33.9 | 2 | 0 |
| Mercer | 33.9 | 2 | 0 |
| Pearson plc | 33.9 | 2 | 0 |
| Robert Half | 33.9 | 2 | 0 |
| Tricentis Tosca | 33.9 | 2 | 0 |
| Bloomberg Terminal | 33.9 | 2 | 0 |
| EDGAR | 33.9 | 2 | 0 |
| Yahoo! Finance | 33.9 | 2 | 0 |
| Computational Intelligence | 33.9 | 2 | 0 |
| Davis Polk & Wardwell | 33.9 | 2 | 0 |
| Frontiers of Health Services Management | 33.9 | 2 | 0 |
| GuideStar.org | 33.9 | 2 | 0 |
| Littler Mendelson | 33.9 | 2 | 0 |
| WorkingUSA | 33.9 | 2 | 0 |
| Deloitte Deutschland | 33.9 | 2 | 0 |
| Reuters 3000 Xtra | 33.9 | 2 | 0 |
| Axios | 33.9 | 2 | 0 |
| Forbes 30 Under 30 | 33.9 | 2 | 0 |
| Security Engineering: A Guide to Building Dependable Distributed Systems, 2nd edition | 33.9 | 2 | 0 |
| Encyclopedia.com | 33.9 | 2 | 0 |
| CaosDB - Research Data Management for Complex, Changing, and Automated Research Workflows | 33.9 | 2 | 0 |
| Walker & Dunlop | 33.9 | 2 | 0 |
| bidirectional encoder representations from transformers | 33.9 | 2 | 0 |
| NASDAQ/Ngs (Global Select Market) | 33.9 | 2 | 0 |
| CB Insights | 33.9 | 2 | 0 |
| The David Rubenstein Show | 33.9 | 2 | 0 |
| NeverBounce | 33.9 | 2 | 0 |
| Bloomberg Bpool | 33.9 | 2 | 0 |
| Abroms-Engel Institute for the Visual Arts | 33.9 | 2 | 0 |
| Aerotek | 33.9 | 2 | 0 |
| Gallagher | 33.9 | 2 | 0 |
| MRINetwork | 33.9 | 2 | 0 |
| SPARQL Generation: an analysis on fine-tuning OpenLLaMA for Question Answering over a Life Science Knowledge Graph | 33.9 | 2 | 0 |
| Forbes ASAP | 33.9 | 2 | 0 |
| Forbes Best-In-State Wealth Advisor | 33.9 | 2 | 0 |
| Forbes Top 250 Wealth Advisor | 33.9 | 2 | 0 |
| ManpowerGroup | 33.9 | 2 | 0 |
| Founderz | 33.9 | 2 | 0 |
| Anove International | 33.9 | 2 | 0 |
| Accelerating Implementation Methodology | 33.9 | 2 | 0 |
| Greylock Partners | 31.0 | 1 | 1 |
| Sequoia Capital | 31.0 | 1 | 1 |
| Index Ventures | 31.0 | 1 | 1 |
| Andreessen Horowitz | 31.0 | 1 | 1 |
| Alta Partners | 31.0 | 1 | 1 |
| American College of Healthcare Executives | 31.0 | 1 | 1 |
| Journal of Healthcare Management | 31.0 | 1 | 1 |
| Khosla Ventures | 31.0 | 1 | 1 |
| Venrock | 31.0 | 1 | 1 |
| Antal International Ltd | 31.0 | 1 | 1 |
| Heidrick & Struggles | 31.0 | 1 | 1 |
| Sapphire Ventures | 31.0 | 1 | 1 |
| Dave Hollander | 31.0 | 1 | 1 |
| Family Business | 31.0 | 1 | 1 |
| Charles David Stanton | 31.0 | 1 | 1 |
| Web of Science | 24.8 | 0 | 5 |
| Microsoft | 22.3 | 0 | 4 |
| By the numbers. 20 largest healthcare executive search firms ranked by number of U.S. placements made for senior-level (senior VP and above) healthcare executives in 2005 | 22.3 | 0 | 4 |
| By the numbers. 20 largest healthcare executive search firms ranked by total number of US placements made for senior-level (senior VP and above) healthcare executives in 2006 | 22.3 | 0 | 4 |
| By the numbers. 30 largest healthcare executive search firms. Ranked by total number of U.S. placements made for senior-level (senior VP and above) healthcare executives in 2008 | 22.3 | 0 | 4 |
| By the number. Top 25 largest healthcare executive search firms. Ranked by total number of U.S. placements made for senior-level (senior VP and above) healthcare executives in 2009 | 22.3 | 0 | 4 |
| By the numbers. Largest healthcare executive search firms. Ranked by total number of U.S. placements made for senior-level (senior VP and above) healthcare executives in 2011 | 22.3 | 0 | 4 |
| 25 largest healthcare executive search firms: ranked by total number of U.S. placements made for senior-level (senior VP and above) healthcare executives in 2011 | 22.3 | 0 | 4 |
| Largest healthcare executive search firms. Ranked by total number of U.S. placements made for senior-level healthcare executives* in 2014 | 22.3 | 0 | 4 |
| Largest healthcare executive search firms: Ranked by total number of U.S. placements made for senior-level healthcare executives* in 2015 | 22.3 | 0 | 4 |
| French Wikipedia | 21.4 | 1 | 0 |
| Kensington Security Slot | 21.4 | 1 | 0 |
| Bloomberg Television | 21.4 | 1 | 0 |
| Bloomberg L.P. | 21.4 | 1 | 0 |
| Chinese Wikipedia | 21.4 | 1 | 0 |
| Heinrich Heine | 21.4 | 1 | 0 |
| German Wikipedia | 21.4 | 1 | 0 |
| Acta Anaesthesiologica Scandinavica | 21.4 | 1 | 0 |
| Uwe Timm | 21.4 | 1 | 0 |
| Georg Ratzinger | 21.4 | 1 | 0 |
| Fortune 500 | 21.4 | 1 | 0 |
| Nasdaq | 21.4 | 1 | 0 |
| D Magazine | 21.4 | 1 | 0 |
| Martin Jankowski | 21.4 | 1 | 0 |
| Antje Rávic Strubel | 21.4 | 1 | 0 |
| Helmut Reichelt | 21.4 | 1 | 0 |
| Michael Meister | 21.4 | 1 | 0 |
| Martin Suter | 21.4 | 1 | 0 |
| arXiv | 21.4 | 1 | 0 |
| Heinz Höhne | 21.4 | 1 | 0 |
| Jean Ziegler | 21.4 | 1 | 0 |
| Boston Consulting Group | 21.4 | 1 | 0 |
| Arnold Schoenberg | 21.4 | 1 | 0 |
| World Economic Forum | 21.4 | 1 | 0 |
| Gartner | 21.4 | 1 | 0 |
| Zeruya Shalev | 21.4 | 1 | 0 |
| Russian Wikipedia | 21.4 | 1 | 0 |
| Kansas City Chiefs | 21.4 | 1 | 0 |
| Natalie Glebova | 21.4 | 1 | 0 |
| Transearch International | 21.4 | 1 | 0 |
| Albright Stonebridge Group | 21.4 | 1 | 0 |
| Randstad N.V. | 21.4 | 1 | 0 |
| Maya Hakvoort | 21.4 | 1 | 0 |
| Dan Goldie | 21.4 | 1 | 0 |
| ADVFN | 21.4 | 1 | 0 |
| McKinsey & Company | 21.4 | 1 | 0 |
| Hays plc | 21.4 | 1 | 0 |
| Accenture | 21.4 | 1 | 0 |
| Juan Atkins | 21.4 | 1 | 0 |
| Fortune | 21.4 | 1 | 0 |
| Deloitte Football Money League | 21.4 | 1 | 0 |
| United Church of Christ | 21.4 | 1 | 0 |
| Simon-Kucher & Partners | 21.4 | 1 | 0 |
| Alvarez and Marsal | 21.4 | 1 | 0 |
| Phyllis Dillon | 21.4 | 1 | 0 |
| Julius Weismann | 21.4 | 1 | 0 |
| Amgen | 21.4 | 1 | 0 |
| Nils Schmid | 21.4 | 1 | 0 |
| Andrascz Weigoni | 21.4 | 1 | 0 |
| The World's Billionaires | 21.4 | 1 | 0 |
| Andrea Röpke | 21.4 | 1 | 0 |
| Andreas Raselius | 21.4 | 1 | 0 |
| Nasdaq-100 | 21.4 | 1 | 0 |
| Arrowhead Stadium | 21.4 | 1 | 0 |
| Martin Peerson | 21.4 | 1 | 0 |
| Carmen Cavallaro | 21.4 | 1 | 0 |
| Anna Kaleri | 21.4 | 1 | 0 |
| Antje Szillat | 21.4 | 1 | 0 |
| GLX | 21.4 | 1 | 0 |
| Robert F. Wagner Graduate School of Public Service | 21.4 | 1 | 0 |
| Global 500 | 21.4 | 1 | 0 |
| Silicon Graphics | 21.4 | 1 | 0 |
| IRIX | 21.4 | 1 | 0 |
| Q636192 | 21.4 | 1 | 0 |
| Thermo Fisher Scientific Inc. | 21.4 | 1 | 0 |
| International Finance Corporation | 21.4 | 1 | 0 |
| Firmenich | 21.4 | 1 | 0 |
| Logica | 21.4 | 1 | 0 |
| monster.com | 21.4 | 1 | 0 |
| Stanley Black & Decker | 21.4 | 1 | 0 |
| Arts and Humanities Citation Index | 21.4 | 1 | 0 |
| Bloomberg Markets | 21.4 | 1 | 0 |
| West Monroe | 21.4 | 1 | 0 |
| Q735991 | 21.4 | 1 | 0 |
| Russell Investments | 21.4 | 1 | 0 |
| Association of Jesuit Colleges and Universities | 21.4 | 1 | 0 |
| Chewsville | 21.4 | 1 | 0 |
| Bain & Company | 21.4 | 1 | 0 |
| Wiley-Blackwell | 21.4 | 1 | 0 |
| Booz Allen Hamilton | 21.4 | 1 | 0 |
| Johnson Outboards | 21.4 | 1 | 0 |
| Tell Me Why | 21.4 | 1 | 0 |
| United States Securities and Exchange Commission | 21.4 | 1 | 0 |
| Forbes | 21.4 | 1 | 0 |
| Leslie Bassett | 21.4 | 1 | 0 |
| Northern Trust | 21.4 | 1 | 0 |
| Bruno Preisendörfer | 21.4 | 1 | 0 |
| GLG Partners | 21.4 | 1 | 0 |
| The World's Most Powerful People | 21.4 | 1 | 0 |
| CareerBuilder | 21.4 | 1 | 0 |
| Carlson | 21.4 | 1 | 0 |
| Indeed | 21.4 | 1 | 0 |
| Forbes Global 2000 | 21.4 | 1 | 0 |
| executive search | 19.2 | 0 | 3 |
| JAMA Surgery | 19.2 | 0 | 3 |
| executive search firm | 19.2 | 0 | 3 |
| Healthcare Executive 1994 directory of executive search firms | 19.2 | 0 | 3 |
| By the number. Largest healthcare executive search firms ranked by 2004 U.S. retained healthcare services executive search consulting fee revenue | 19.2 | 0 | 3 |
| By the numbers. Executives/management. Largest healthcare executive search firms | 19.2 | 0 | 3 |
| By the numbers. Executives | governance | management. Top 25 largest healthcare executive search firms | 19.2 | 0 | 3 |
| By the numbers. Largest healthcare executive search firms | 19.2 | 0 | 3 |
| Largest healthcare executive search firms | 19.2 | 0 | 3 |
| Largest healthcare executive search firms | 19.2 | 0 | 3 |
| Largest healthcare executive search firms | 19.2 | 0 | 3 |
| Development and Evaluation of a Nurse Leadership Succession Planning Strategy in an Academic Medical Center | 19.2 | 0 | 3 |
| The Missing Element of Private Equity: Creating Long-term Value Through Portfolio Company Board Diversity | 19.2 | 0 | 3 |
| The Impact of Private Equity and Venture Capital Funds on post-IPO Operational and Financial Performance in Brazilian invested companies | 19.2 | 0 | 3 |
| Succession planning in family firms: family governance practices, board of directors, and emotions | 19.2 | 0 | 3 |
| Talent One Capital Partners | 19.2 | 0 | 3 |
| Three-Party Exchanges: The Case of Executive Search Firms and CEO Search | 19.2 | 0 | 3 |
| Talent Acquisition Partners Srl | 19.2 | 0 | 3 |
| Talent Acquisition Partners (CY) Ltd | 19.2 | 0 | 3 |
| Wikimedia Foundation | 15.2 | 0 | 2 |
| Kat Walsh | 15.2 | 0 | 2 |
| Andrew Liveris | 15.2 | 0 | 2 |
| venture capital | 15.2 | 0 | 2 |
| Logitech | 15.2 | 0 | 2 |
| 3i | 15.2 | 0 | 2 |
| Amrop | 15.2 | 0 | 2 |
| Family Business | 15.2 | 0 | 2 |
| Dambisa Moyo, Baroness Moyo | 15.2 | 0 | 2 |
| private equity | 15.2 | 0 | 2 |
| Partners Group | 15.2 | 0 | 2 |
| Bain Capital | 15.2 | 0 | 2 |
| public company | 15.2 | 0 | 2 |
| Steven Rattner | 15.2 | 0 | 2 |
| family business | 15.2 | 0 | 2 |
| interim management | 15.2 | 0 | 2 |
| Palantir Technologies | 15.2 | 0 | 2 |
| Peter Oppenheimer | 15.2 | 0 | 2 |
| Acta Chemica Scandinavica | 15.2 | 0 | 2 |
| Cleveland Clinic | 15.2 | 0 | 2 |
| Astbury Marsden | 15.2 | 0 | 2 |
| L Catterton | 15.2 | 0 | 2 |
| China Venture Capital Association | 15.2 | 0 | 2 |
| Chemi Peres | 15.2 | 0 | 2 |
| Neeru Khosla | 15.2 | 0 | 2 |
| Sankhya | 15.2 | 0 | 2 |
| Seavi Advent | 15.2 | 0 | 2 |
| Tellus B | 15.2 | 0 | 2 |
| The Journals of Gerontology | 15.2 | 0 | 2 |
| Robertino Coury | 15.2 | 0 | 2 |
| Vista Equity Partners | 15.2 | 0 | 2 |
| Washington Hospital Center | 15.2 | 0 | 2 |
| Category:Executive search firms | 15.2 | 0 | 2 |
| Category:History of private equity and venture capital | 15.2 | 0 | 2 |
| Category:Members of the Free Software Foundation board of directors | 15.2 | 0 | 2 |
| Category:Private equity and venture capital investors | 15.2 | 0 | 2 |
| 3TS Capital Partners | 15.2 | 0 | 2 |
| Template:Private equity and venture capital | 15.2 | 0 | 2 |
| Journal of Combinatorial Theory, Series B | 15.2 | 0 | 2 |
| Journal of the Australian Mathematical Society | 15.2 | 0 | 2 |
| Wikimedia Foundation Board of Trustees | 15.2 | 0 | 2 |
| Acta Metallurgica Sinica | 15.2 | 0 | 2 |
| Geografiska Annaler. Series B. Human Geography | 15.2 | 0 | 2 |
| Journal of Materials Research | 15.2 | 0 | 2 |
| history of private equity and venture capital | 15.2 | 0 | 2 |
| Brian Pokorny | 15.2 | 0 | 2 |
| A series and B series | 15.2 | 0 | 2 |
| Opus Capital | 15.2 | 0 | 2 |
| series A round | 15.2 | 0 | 2 |
| Winklevoss Capital Management | 15.2 | 0 | 2 |
| David MacLennan | 15.2 | 0 | 2 |
| Active Owners Denmark | 15.2 | 0 | 2 |
| Shanghai Venture Capital Co. | 15.2 | 0 | 2 |
| National Immigration Law Center | 15.2 | 0 | 2 |
| Robert S. Tucker | 15.2 | 0 | 2 |
| UK Private Capital | 15.2 | 0 | 2 |
| Council Capital | 15.2 | 0 | 2 |
| Template:History of private equity and venture capital | 15.2 | 0 | 2 |
| Frazier Healthcare Partners | 15.2 | 0 | 2 |
| Acta chemica Scandinavica. Series B: Organic chemistry and biochemistry | 15.2 | 0 | 2 |
| NATO advanced study institutes series. Series A, Life sciences | 15.2 | 0 | 2 |
| list of executive search firms | 15.2 | 0 | 2 |
| The Journal of Values-Based Leadership | 15.2 | 0 | 2 |
| The continuous improvement-focused quality improvement plan. | 15.2 | 0 | 2 |
| Quality improvement in neurology: AAN epilepsy quality measures: Report of the Quality Measurement and Reporting Subcommittee of the American Academy of Neurology | 15.2 | 0 | 2 |
| Shrinivash vanzara (Kingofshrinivash) Founder OF SHRINIVAS ORGANISORS PRIVATE LIMITED & bhadaj BJP corporater | 15.2 | 0 | 2 |
| Use of a data warehouse at an academic medical center for clinical pathology quality improvement, education, and research | 15.2 | 0 | 2 |
| Systematic review of approaches to using patient experience data for quality improvement in healthcare settings | 15.2 | 0 | 2 |
| Promoting clinical involvement in hospital quality improvement efforts: the effects of top management, board, and physician leadership | 15.2 | 0 | 2 |
| Investigating the use of patient involvement and patient experience in quality improvement in Norway: rhetoric or reality? | 15.2 | 0 | 2 |
| Listening to diverse community voices: the tensions of responding to community expectations in developing a male circumcision program for HIV prevention in Papua New Guinea | 15.2 | 0 | 2 |
| Using a national archive of patient experience narratives to promote local patient-centered quality improvement: an ethnographic process evaluation of ‘accelerated’ experience-based co-design | 15.2 | 0 | 2 |
| Key elements of clinical physician leadership at an academic medical center | 15.2 | 0 | 2 |
| Quality Improvement Initiative to Reduce Serious Safety Events and Improve Patient Safety Culture | 15.2 | 0 | 2 |
| Community-Level Quality Improvement and the Patient Experience for Chronic Illness Care | 15.2 | 0 | 2 |
| Leadership succession planning: an evidence-based approach for managing the future | 15.2 | 0 | 2 |
| Improving maternal care with a continuous quality improvement strategy: a report from the Interventions to Minimize Preterm and Low Birth Weight Infants through Continuous Improvement Techniques (IMPLICIT) Network. | 15.2 | 0 | 2 |
| A cross-sectional study to assess the patient safety culture in the Palestinian hospitals: a baseline assessment for quality improvement | 15.2 | 0 | 2 |
| Physician leadership and quality improvement in the acute child and adolescent psychiatric care setting | 15.2 | 0 | 2 |
| Maryland's approach in enhancing effectiveness and efficiency in healthcare delivery: comment on "Achieving cost control, care coordination, and quality improvement through incremental payment system reform". | 15.2 | 0 | 2 |
| Using system change as a method of performance/quality improvement for emergency and trauma care of severely injured children: pediatric system performance improvement | 15.2 | 0 | 2 |
| Performance Improvement/Research Advisory Panel: a model for determining whether a project is a performance or quality improvement activity or research. | 15.2 | 0 | 2 |
| Quantification of the impact of multifaceted initiatives intended to improve operational efficiency and the safety culture: A case study from an academic medical center radiation oncology department | 15.2 | 0 | 2 |
| Quality Improvement in Healthcare Delivery Utilizing the Patient-Centered Medical Home Model | 15.2 | 0 | 2 |
| Blueprint for Sustainable Change in Diversity Management and Cultural Competence: Lessons From the National Center for Healthcare Leadership Diversity Demonstration Project | 15.2 | 0 | 2 |
| The impact of transforming healthcare delivery on cystic fibrosis outcomes: a decade of quality improvement at Cincinnati Children’s Hospital | 15.2 | 0 | 2 |
| Adverse Event Reporting and Quality Improvement in the Intensive Care Unit | 15.2 | 0 | 2 |
| Back to the future: Patient experience and the link to quality, safety, and financial performance | 15.2 | 0 | 2 |
| A developmental evaluation to enhance stakeholder engagement in a wide-scale interactive project disseminating quality improvement data: study protocol for a mixed-methods study | 15.2 | 0 | 2 |
| Does physician leadership affect hospital quality, operational efficiency, and financial performance? | 15.2 | 0 | 2 |
| Rate of Sentinel Lymph Node Biopsy for T2 and T3 Cutaneous Melanoma at an Independent Academic Medical Center: Observations and Lessons Learned as Part of a Quality Improvement Project | 15.2 | 0 | 2 |
| Safety Culture and Senior Leadership Behavior: Using Negative Safety Ratings to Align Clinical Staff and Senior Leadership | 15.2 | 0 | 2 |
| Performance improvement and patient safety program–guided quality improvement initiatives can significantly reduce computed tomography imaging in pediatric trauma patients | 15.2 | 0 | 2 |
| The Relationship Between Nurse-Reported Safety Culture and the Patient Experience | 15.2 | 0 | 2 |
| A Delphi study to develop indicators of cancer patient experience for quality improvement. | 15.2 | 0 | 2 |
| The Crucial Role of Clinician Engagement in System-Wide Quality Improvement: The Cancer Care Ontario Experience | 15.2 | 0 | 2 |
| Succession Planning and Financial Performance: Does Competition Matter? | 15.2 | 0 | 2 |
| Creating a system for performance improvement in cancer care: Cancer Care Ontario's clinical governance framework | 15.2 | 0 | 2 |
| Developing person-centred analysis of harm in a paediatric hospital: a quality improvement report | 15.2 | 0 | 2 |
| Integrating Quality Improvement and Continuing Professional Development at an Academic Medical Center: A Partnership Between Practice Plan, Hospital, and Medical School | 15.2 | 0 | 2 |
| Faces of all clinically engaged staff: a quality improvement project that enhances the hospitalised patient experience. | 15.2 | 0 | 2 |
| Viewing Prevention of Catheter-Associated Urinary Tract Infection as a System: Using Systems Engineering and Human Factors Engineering in a Quality Improvement Project in an Academic Medical Center | 15.2 | 0 | 2 |
| Continuous quality improvement: a survey of American and Canadian healthcare executives. | 15.2 | 0 | 2 |
| Financial performance of academic medical center hospitals | 15.2 | 0 | 2 |
| Management involvement on the board of directors and hospital financial performance | 15.2 | 0 | 2 |
| Health Insurers’ Financial Performance and Quality Improvement Expenditures in the Affordable Care Act’s Second Year | 15.2 | 0 | 2 |
| The importance of symbolic and engaged participation in evidence-based quality improvement in a complex integrated healthcare system: response to "The science of stakeholder engagement in research". | 15.2 | 0 | 2 |
| "Weak" safety culture behind errors, says chief medical officer | 15.2 | 0 | 2 |
| The healthcare executive's role in ensuring quality and patient safety | 15.2 | 0 | 2 |
| Private equity ownership and nursing home financial performance | 15.2 | 0 | 2 |
| Leadership succession planning: a governance imperative | 15.2 | 0 | 2 |
| Practice Policy and Quality Initiatives Quality Improvement and Confirmation Projects: Facilitating Rapid, Measurable Performance Improvement | 15.2 | 0 | 2 |
| Motivators and barriers to using patient experience reports for performance improvement. | 15.2 | 0 | 2 |
| The rise of interim leadership. Trend offers new opportunities to veteran healthcare executives | 15.2 | 0 | 2 |
| Nursing leadership succession planning in Veterans Health Administration: creating a useful database | 15.2 | 0 | 2 |
| CNE article: safety culture in Australian intensive care units: establishing a baseline for quality improvement | 15.2 | 0 | 2 |
| Individual quality improvement in acute coronary syndromes: a performance improvement initiative. | 15.2 | 0 | 2 |
| Comparison of Direct Patient Care Costs and Quality Outcomes of the Teaching and Nonteaching Hospitalist Services at a Large Academic Medical Center | 15.2 | 0 | 2 |
| Succession Planning in an Academic Medical Center Nursing Service | 15.2 | 0 | 2 |
| In this together. Two "masters" of healthcare leadership share strategies to achieve physician alignment | 15.2 | 0 | 2 |
| Quality Improvement and Confirmation Projects: Facilitating Rapid, Measurable Performance Improvement | 15.2 | 0 | 2 |
| Quantum Growth Ventures | 15.2 | 0 | 2 |
| Dynamic Leadership Succession: Strengthening Urban Principal Succession Planning | 15.2 | 0 | 2 |
| A crisis management quality improvement initiative in a children's psychiatric hospital: design, implementation, and outcome | 15.2 | 0 | 2 |
| The Relationship of Hospital CEO Characteristics to Patient Experience Scores | 15.2 | 0 | 2 |
| The imperative of culture: a quantitative analysis of the impact of culture on workforce engagement, patient experience, physician engagement, value-based purchasing, and turnover | 15.2 | 0 | 2 |
| Reduction of venous thromboembolism (VTE) in hospitalized patients: aligning continuing education with interprofessional team-based quality improvement in an academic medical center | 15.2 | 0 | 2 |
| Showing the Unsayable: Participatory Visual Approaches and the Constitution of 'Patient Experience' in Healthcare Quality Improvement | 15.2 | 0 | 2 |
| Evaluating the board chair. Creating a process for assessing leaders reinforces a commitment to governance accountability and continuous improvement. | 15.2 | 0 | 2 |
| Quality as gospel. They might be devoted to different approaches and processes, but healthcare executives are taking on quality improvement with almost religious zeal | 15.2 | 0 | 2 |
| Clinical leadership: using observations of care to focus risk management and quality improvement activities in the clinical setting | 15.2 | 0 | 2 |
| Kevin Lofton. Financial turnaround at Howard merits award as Young Healthcare Executive of the Year by ACHE (American College of Healthcare Executives). | 15.2 | 0 | 2 |
| Considerations for healthcare executive-supplier interactions | 15.2 | 0 | 2 |
| A Model for Physician Leadership Development and Succession Planning | 15.2 | 0 | 2 |
| Clinical Quality Improvement Curriculum for Faculty in an Academic Medical Center | 15.2 | 0 | 2 |
| Social media and healthcare quality improvement: a nascent field | 15.2 | 0 | 2 |
| Quality improvement and ethics: performance improvement in an oncology practice. | 15.2 | 0 | 2 |
| Hospital cultural competency as a systematic organizational intervention: Key findings from the national center for healthcare leadership diversity demonstration project | 15.2 | 0 | 2 |
| Use of CAHPS® patient experience survey data as part of a patient-centered medical home quality improvement initiative | 15.2 | 0 | 2 |
| What are the effective ways to translate clinical leadership into health care quality improvement? | 15.2 | 0 | 2 |
| Lean thinking in emergency departments: concepts and tools for quality improvement | 15.2 | 0 | 2 |
| Practitioner Application: The Relationship of Hospital CEO Characteristics to Patient Experience Scores | 15.2 | 0 | 2 |
| Clinical leadership and quality improvement: vital for good health care | 15.2 | 0 | 2 |
| Journal of Patient Experience | 15.2 | 0 | 2 |
| Patient satisfaction with point-of-care laboratory testing: Report of a quality improvement program in an ambulatory practice of an academic medical center | 15.2 | 0 | 2 |
| Using Quality Improvement Methods to Improve Patient Experience. | 15.2 | 0 | 2 |
| Neonatal Unit Hemolysis Rates From an Academic Medical Center: A Quality Improvement Project | 15.2 | 0 | 2 |
| Physician Engagement in the Transformation of the Pediatric Patient Experience | 15.2 | 0 | 2 |
| Response to: ‘Improving the care of patients with a hip fracture: a quality improvement report’ by Hawkes et al | 15.2 | 0 | 2 |
| A physician leadership development program at an academic medical center | 15.2 | 0 | 2 |
| The Top 30 Rising Stars Program: An Inter-Organizational Approach to Leadership Succession Planning | 15.2 | 0 | 2 |
| Using continuous quality improvement to implement a clinical governance framework in a mental health service | 15.2 | 0 | 2 |
| Professional policy statement. Lifelong learning and the healthcare executive. | 15.2 | 0 | 2 |
| Patient Experience: The New Heart of Healthcare Leadership | 15.2 | 0 | 2 |
| Kathryn Fagg | 15.2 | 0 | 2 |
| Patient involvement in quality improvement: is it time we let children, young people and families take the lead? | 15.2 | 0 | 2 |
| Q56296955 | 15.2 | 0 | 2 |
| The moderating role of stakeholder management and societal characteristics in the relationship between corporate environmental and financial performance | 15.2 | 0 | 2 |
| Telltale signs your board of directors may be providing ineffective governance | 15.2 | 0 | 2 |
| Returns to Operating Room After Neurosurgical Procedures in a Tertiary Care Academic Medical Center: Implications for Health Care Policy and Quality Improvement | 15.2 | 0 | 2 |
| Psychosocial Crisis Management: The Unexplored Intersection of Crisis Leadership and Psychosocial Support | 15.2 | 0 | 2 |
| Crisis Leadership by Mayors: A Qualitative Content Analysis of Newspapers and Social Media on the MH17 Disaster | 15.2 | 0 | 2 |
| What do venture capital and private equity firms do? Some current and historical examples | 15.2 | 0 | 2 |
| An Integrated Corporate Governance Framework and Financial Performance in South African-Listed Corporations | 15.2 | 0 | 2 |
| Changing the Business Model: Effects of Venture Capital Firms and Outside CEOs on Portfolio Company Performance | 15.2 | 0 | 2 |
| Family Governance and Firm Performance: Agency, Stewardship, and Capabilities | 15.2 | 0 | 2 |
| The ‘war for talent’: The gatekeeper role of executive search firms in elite labour markets | 15.2 | 0 | 2 |
| A Review of “The Directory of Venture Capital and Private Equity Firms: Domestic and International” | 15.2 | 0 | 2 |
| Special issue on private equity and venture capital topics | 15.2 | 0 | 2 |
| Venturing forth: Venture capital and private equity information in academic business libraries | 15.2 | 0 | 2 |
| The ABCs of private equity and venture capital data and information | 15.2 | 0 | 2 |
| The directory of venture capital & private equity firms (20th Ed.) | 15.2 | 0 | 2 |
| Pratt's guide to private equity & venture capital sources | 15.2 | 0 | 2 |
| DOES STAKEHOLDER ORIENTATION MATTER? THE RELATIONSHIP BETWEEN STAKEHOLDER MANAGEMENT MODELS AND FIRM FINANCIAL PERFORMANCE | 15.2 | 0 | 2 |
| CLINICAL LEADERSHIP AND THE CHANGING GOVERNANCE OF PUBLIC HOSPITALS: IMPLICATIONS FOR PATIENT EXPERIENCE | 15.2 | 0 | 2 |
| Venture equity | 15.2 | 0 | 2 |
| Template:Executive search firms | 15.2 | 0 | 2 |
| Mobility and Cash Compensation: The Moderating Effects of Gender, Race, and Executive Search Firms | 15.2 | 0 | 2 |
| Executive search relationships – contacts between executives and search firm professionals: scale development and validation | 15.2 | 0 | 2 |
| Pathways for Health Equity Quality Improvement Strategy | 15.2 | 0 | 2 |
| Quality Improvement Strategies to Increase Human Papillomavirus (HPV) Vaccination | 15.2 | 0 | 2 |
| Quality Improvement Strategies to Increase Human Papillomavirus (HPV) Vaccination in Integrated Healthcare Delivery Systems | 15.2 | 0 | 2 |
| Improving the management of musculoskeletal conditions: can an alternative approach to referral management underpinned by quality improvement and behavioural change theories offer a solution and a better patient experience? A mixed-methods study | 15.2 | 0 | 2 |
| The growing pains of physician-administration relationships in an academic medical center and the effects on physician engagement | 15.2 | 0 | 2 |
| Patient experience feedback in UK hospitals: What types are available and what are their potential roles in quality improvement (QI)? | 15.2 | 0 | 2 |
| Northgate Capital | 15.2 | 0 | 2 |
| 2014-205 - SEC Charges New York-Based Private Equity Fund Adviser With Misallocation Of Portfolio Company Expenses (NAID 144010395) | 15.2 | 0 | 2 |
| Ten tips for working with retained search firms | 15.2 | 0 | 2 |
| Using an Executive Search Firm | 15.2 | 0 | 2 |
| hospital chief executive officer | 15.2 | 0 | 2 |
| Changing jobs? A look at employment and agencies and executive search firms | 15.2 | 0 | 2 |
| Performance improvement through quality improvement teamwork | 15.2 | 0 | 2 |
| A money-making 'venture'. Healthcare executives need to spend time on research and development via venture capital | 15.2 | 0 | 2 |
| A users group approach to quality improvement across an integrated healthcare delivery system | 15.2 | 0 | 2 |
| Age discrimination and the healthcare executive. American College of Healthcare Executives Public Policy Statement | 15.2 | 0 | 2 |
| Executive search firm 1993 directory | 15.2 | 0 | 2 |
| Playing the right cards: how to deal with an executive search firm | 15.2 | 0 | 2 |
| CEO succession planning--a critical step for TQM hospitals | 15.2 | 0 | 2 |
| American College of Healthcare Executives. Professional Policy statement. Evaluating the performance of the hospital CEO | 15.2 | 0 | 2 |
| 1995 Executive search firm directory | 15.2 | 0 | 2 |
| 1995 Directory of Executive Search Firms | 15.2 | 0 | 2 |
| What you should know about executive search firms | 15.2 | 0 | 2 |
| When the search consultant calls. A nationally recognized authority shares tips for working with search consultants | 15.2 | 0 | 2 |
| Leadership succession planning: would nursing benefit? | 15.2 | 0 | 2 |
| American College of Healthcare Executives. Public policy statement. Age discrimination and the healthcare executive. May 1995 (revised) | 15.2 | 0 | 2 |
| Working with an executive search firm: Part I--The candidate's perspective | 15.2 | 0 | 2 |
| Working with an executive search firm: Part II--The hiring organization's perspective | 15.2 | 0 | 2 |
| American College of Healthcare Executives. Professional policy statement: lifelong learning and the healthcare executive | 15.2 | 0 | 2 |
| American College of Healthcare Executives. Professional policy statement. The role of the healthcare executive in a consolidation, merger, acquisition, or affiliation. November 1997 | 15.2 | 0 | 2 |
| Viewpoint: the board of directors' role in quality improvement | 15.2 | 0 | 2 |
| Search firm executives speculate on slowdown in hospital CEO turnover | 15.2 | 0 | 2 |
| Public policy statement. The healthcare executive's role in community health improvement. November 1997. American College of Healthcare Executives | 15.2 | 0 | 2 |
| Working toward a full recovery. Hospital CEO gets crash course in crisis management after boy's death | 15.2 | 0 | 2 |
| Using an executive search consultant to find the right executives | 15.2 | 0 | 2 |
| Moving on? Choosing the right executive search consultant | 15.2 | 0 | 2 |
| Guidelines for a Visiting Healthcare Executive Program. Foundation of the American College of Healthcare Executives and Association of University Programs in Health Administration | 15.2 | 0 | 2 |
| Joint American College of Healthcare Executives/AUPHA (Association of University Programs in Health Administration) Committee on guidelines for a visiting healthcare executive program | 15.2 | 0 | 2 |
| What the board should expect from an executive search firm | 15.2 | 0 | 2 |
| A research agenda for hand therapy | 15.2 | 0 | 2 |
| Working effectively with an executive search consultant | 15.2 | 0 | 2 |
| Performance improvement in the era of quality improvement | 15.2 | 0 | 2 |
| [Quality improvement, training and clinical governance: the role of the chief medical officer and his staff] | 15.2 | 0 | 2 |
| Executive dialogue series. Performance improvement in the era of quality improvement | 15.2 | 0 | 2 |
| Using quality improvement methods to improve door-to-balloon time at an academic medical center | 15.2 | 0 | 2 |
| Rhode Island Department of Health Strategic Plan: 2004-2010. Goal 6: Quality improvement and regulatory compliance | 15.2 | 0 | 2 |
| Most freestanding hospitals do not conduct leadership succession planning | 15.2 | 0 | 2 |
| Closing the leadership gap: Boards drive the CEO succession process. Is your transition plan ready? | 15.2 | 0 | 2 |
| The impact of international recruitment on healthcare delivery in France | 15.2 | 0 | 2 |
| Physician leadership development: a strategic imperative for integrated healthcare delivery | 15.2 | 0 | 2 |
| The healthcare executive's role in ensuring quality and patient safety | 15.2 | 0 | 2 |
| Examination of how a survey can spur culture changes using a quality improvement approach: a region-wide approach to determining a patient safety culture | 15.2 | 0 | 2 |
| Application of International Classification Injury Severity Score to National Surgical Quality Improvement Program defines pediatric trauma performance standards and drives performance improvement | 15.2 | 0 | 2 |
| The expanding role of compensation committee. Responsibilities can include performance evaluation and succession planning | 15.2 | 0 | 2 |
| ASQ health survey highlights communication, patient experience. Service quality equals financial performance for many | 15.2 | 0 | 2 |
| Reducing Co-Ordering of Amylase and Lipase Testing at an Academic Medical Center: A Quality Improvement Project | 15.2 | 0 | 2 |
| Practitioner Application: Blueprint for Sustainable Change in Diversity Management and Cultural Competence: Lessons From the National Center for Healthcare Leadership Diversity Demonstration Project | 15.2 | 0 | 2 |
| Poster 495 Patient Experience in an Outpatient Pain Clinic: A Plan-Do-Study-Act Quality Improvement Project | 15.2 | 0 | 2 |
| Multidisciplinary Prerounding Meeting as a Continuous Quality Improvement Tool: Leveraging to Reduce Continuous Benzodiazepine Use at an Academic Medical Center | 15.2 | 0 | 2 |
| Baby-Friendly as a Regional Collaborative Quality Improvement Project in an Academic Medical Center Environment | 15.2 | 0 | 2 |
| Short-Term Clinical and Quality Outcomes Have Inconsistent Changes From a Quality Improvement Initiative to Increase Access to Physical Therapy in the Cardiovascular and Surgical ICU | 15.2 | 0 | 2 |
| Achieving CT Regulatory Compliance: A Comprehensive and Continuous Quality Improvement Approach | 15.2 | 0 | 2 |
| Quality Improvement Training in a Variety of Cancer Care Delivery Settings: Experiences From a Comprehensive Cancer Center, an Academic Medical Center, and Community Practices | 15.2 | 0 | 2 |
| Focused Resident Education and Engagement in Quality Improvement Enhances Documentation, Shortens Hospital Length of Stay, and Creates a Culture of Continuous Improvement | 15.2 | 0 | 2 |
| Why healthcare leadership should embrace quality improvement | 15.2 | 0 | 2 |
| Evaluating the patient experience with urological video visits at an academic medical center | 15.2 | 0 | 2 |
| Is One-Pen, One-Patient Achievable in the Hospital? A Quality Improvement Project to Reduce Risks of Inadvertent Insulin Pen Sharing at a Large Academic Medical Center | 15.2 | 0 | 2 |
| Time to Redefine? A Statement of the COPD Foundation | 15.2 | 0 | 2 |
| An Interprofessional Quality Improvement Training Program That Improves Educational and Quality Outcomes | 15.2 | 0 | 2 |
| Physician Engagement: A Key Concept in the Journey for Quality Improvement | 15.2 | 0 | 2 |
| Development of a Professional Practice Model for Neuro-oncology Advanced Practitioners at an Academic Medical Center: A Quality Improvement Project | 15.2 | 0 | 2 |
| Quality improvement programmes: a model for clinical leadership training for foundation doctors | 15.2 | 0 | 2 |
| The Professional Development Educator and Leadership Succession Planning | 15.2 | 0 | 2 |
| Patient safety culture in Peking University Cancer Hospital in China: baseline assessment and comparative analysis for quality improvement | 15.2 | 0 | 2 |
| Association Between Hospital Safety Culture and Surgical Outcomes in a Statewide Surgical Quality Improvement Collaborative | 15.2 | 0 | 2 |
| Capitalizing on an Existing Shared Governance Structure in Developing Leadership Succession Planning | 15.2 | 0 | 2 |
| Clinical Leadership and Innovation Help Achieve Malnutrition Quality Improvement Initiative Success | 15.2 | 0 | 2 |
| Role of lean manufacturing and environmental management practices in eliciting environmental and financial performance: the contingent effect of institutional pressures | 15.2 | 0 | 2 |
| Achieving Joint Commission Regulatory Compliance: Quality Improvement Process for CT Protocol Review and Dose Alert Reduction | 15.2 | 0 | 2 |
| 2348. Incorporating Electronic Medical Record Hard Stops to Reduce Inappropriate Clostridioides difficile Testing at an Academic Medical Center: A Quality Improvement Study | 15.2 | 0 | 2 |
| Alfred Wolff | 15.2 | 0 | 2 |
| The healthcare executive's role in fostering inclusion of LGBT patients and employees | 15.2 | 0 | 2 |
| Appropriate preparation for healthcare executive management positions for all new entrants to the field | 15.2 | 0 | 2 |
| Hospital CEO Survey on Senior Leadership Teams in Freestanding Hospitals | 15.2 | 0 | 2 |
| Engaging leaders in the patient experience. Six essential steps help leaders make patient engagement a priority | 15.2 | 0 | 2 |
| Acta microbiologica Polonica (1952) | 15.2 | 0 | 2 |
| Proceedings of the Royal Entomological Society of London | 15.2 | 0 | 2 |
| Baseline Patient Safety Culture in Cameroon: Setting a Foundation for Trauma Quality Improvement | 15.2 | 0 | 2 |
| The load and capacity model of healthcare delivery: considerations for the crisis management of the COVID-19 pandemic | 15.2 | 0 | 2 |
| Quality improvement and antimicrobial stewardship in general practice - the role of the municipality chief medical officer. A qualitative study | 15.2 | 0 | 2 |
| A Quality Improvement Initiative to Decrease Inappropriate Intravenous Acetaminophen Use at an Academic Medical Center | 15.2 | 0 | 2 |
| An Unmet Need in Healthcare Leadership: A Survey of Practicing Physicians' Perspectives on Healthcare Delivery Science Education | 15.2 | 0 | 2 |
| Developing patient-centred MRI safety culture: a quality improvement report | 15.2 | 0 | 2 |
| Executive Search Consultants' Biases Against Women (or Men?) | 15.2 | 0 | 2 |
| Jean-Marc Liotier | 15.2 | 0 | 2 |
| Howard J. Trienens | 15.2 | 0 | 2 |
| Leadership succession planning for today’s digital transformation economy: Key factors to build for competency and innovation | 15.2 | 0 | 2 |
| Has Persistence Persisted in Private Equity? Evidence from Buyout and Venture Capital Funds | 15.2 | 0 | 2 |
| Venture Capital and Other Private Equity: A Survey | 15.2 | 0 | 2 |
| The Internationalization of Venture Capital and Private Equity | 15.2 | 0 | 2 |
| Managerial Incentives and Value Creation: Evidence from Private Equity | 15.2 | 0 | 2 |
| GroveStreet | 15.2 | 0 | 2 |
| Chair of the Wikimedia Foundation Board of Trustees | 15.2 | 0 | 2 |
| Family Business CEO Succession: Examining Personal Retirement Expectations | 15.2 | 0 | 2 |
| Contracts, Control and Charter Schools: The Success of Charter Schools Depends on Stronger Nonprofit Board Oversight to Preserve Independence and Prevent Domination by For-Profit Management Companies | 15.2 | 0 | 2 |
| Physical Review A, General Physics | 15.2 | 0 | 2 |
| Tyler Mandry | 15.2 | 0 | 2 |
| Peixin Hou | 15.2 | 0 | 2 |
| Nell Shamrell-Harrington | 15.2 | 0 | 2 |
| Mark Rousskov | 15.2 | 0 | 2 |
| Lars Bergstrom | 15.2 | 0 | 2 |
| Josh Stone | 15.2 | 0 | 2 |
| Joel Marcey | 15.2 | 0 | 2 |
| Jane Lusby | 15.2 | 0 | 2 |
| Florian Gilcher | 15.2 | 0 | 2 |
| Bobby Holley | 15.2 | 0 | 2 |
| PENGANA PRIVATE EQUITY TRUST | 15.2 | 0 | 2 |
| Best D&I practices for venture capital and private equity | 15.2 | 0 | 2 |
| Growing the leadership talent pool: perceptions of heads, middle leaders and classroom teachers about professional development and leadership succession planning within their own schools | 15.2 | 0 | 2 |
| Douglas D. Randall | 15.2 | 0 | 2 |
| Family involvement in business and financial performance: A set-theoretic cross-national inquiry | 15.2 | 0 | 2 |
| Michael Peterson | 15.2 | 0 | 2 |
| Tony Coles | 15.2 | 0 | 2 |
| Thelma Starckjohann-Bruun | 15.2 | 0 | 2 |
| An investigation of corporate leadership succession planning and implementation : the Malaysian experience | 15.2 | 0 | 2 |
| Revolution and the Development of International Relations; Hoover Institute Studies. (Stanford: Stanford University Press.) - Series A: General Studies, No. 1. The World Revolution of Our Time; A Framework for Basic Policy Research. By Harold D. Las | 15.2 | 0 | 2 |
| Company financial performance improvement through financial literacy and intellectual capital perspective | 15.2 | 0 | 2 |
| Caring for Providers to Improve Patient Experience Study Phase 2 in Migori County | 15.2 | 0 | 2 |
| Impact of the board of directors on financial performance and company capital: Risk management as an intervening variable | 15.2 | 0 | 2 |
| Leveraging smart capital through corporate venture capital: A typology of value creation for new venture firms | 15.2 | 0 | 2 |
| Are private equity and venture capital helping small and medium-sized enterprises during the COVID-19 pandemic? Evidence from China | 15.2 | 0 | 2 |
| Jim Hinton | 15.2 | 0 | 2 |
| Jim Vena | 15.2 | 0 | 2 |
| Cynthia Warner | 15.2 | 0 | 2 |
| Michelle Brennan | 15.2 | 0 | 2 |
| Suja Chandrasekaran | 15.2 | 0 | 2 |
| David Benson | 15.2 | 0 | 2 |
| The use of patient experience data for quality improvement in hospitals: A scoping review | 15.2 | 0 | 2 |
| Larry Glasscock | 15.2 | 0 | 2 |
| Hiro Kamezawa | 15.2 | 0 | 2 |
| series B round | 15.2 | 0 | 2 |
| Atul Mehta | 15.2 | 0 | 2 |
| BlueStar Search Partners | 15.2 | 0 | 2 |
| A Structural Framework for Neuro-Linguistic Programming (NLP) and its Consequence on Leadership Succession Planning Strategy Applying to the Leaders of King Khalid University and Qualified Personnel for Leadership Position | 15.2 | 0 | 2 |
| Abdulrahman Alsuhaymi | 15.2 | 0 | 2 |
| Wayne Peacock | 15.2 | 0 | 2 |
| Joe Rupp | 15.2 | 0 | 2 |
| CEO Succession Planning in Small Community Banks: A Qualitative Case Study of “PNW” Bank | 15.2 | 0 | 2 |
| Helena Bonna Brandão | 15.2 | 0 | 2 |
| Q116106126 | 15.2 | 0 | 2 |
| Series A | 15.2 | 0 | 2 |
| Series B | 15.2 | 0 | 2 |
| Kathleen Danielson | 15.2 | 0 | 2 |
| Sui Ling Cheah | 15.2 | 0 | 2 |
| Abi Mustapha-Maduakor | 15.2 | 0 | 2 |
| Kim Furlong | 15.2 | 0 | 2 |
| African Private Equity and Venture Capital Association | 15.2 | 0 | 2 |
| Wikimedia Foundation Board Governance Committee | 15.2 | 0 | 2 |
| Digital Economy Empowers Manufacturing Transformation:From Value Remodeling to Value Creation | 15.2 | 0 | 2 |
| Blockchain Enablement,Governance Process Optimization and Public Value Creation | 15.2 | 0 | 2 |
| Study on corporate governance of family business in the way to a public company | 15.2 | 0 | 2 |
| The impact of private equity placements on the listed companies’ financial performance | 15.2 | 0 | 2 |
| Succession Planning Be the Choice Family Businesses Have to Make: Implication of American Family Business Study for That of Overseas Chinese | 15.2 | 0 | 2 |
| Corporate Board Leadership Structure and Financial Performance: The Stewardship And Agency Theoretical Perspectives Of Private Limited Firms In Uganda | 15.2 | 0 | 2 |
| Joseph A. Cushman Award for Excellence in Foraminiferal Research | 15.2 | 0 | 2 |
| No Family Company Without Family: The Professionalization of a Chinese Family Business in Hong Kong | 15.2 | 0 | 2 |
| Corporate Venture Capital,Real Option and Corporate Value Creation | 15.2 | 0 | 2 |
| Research on the Impact of Venture Capital and Innovation Investment on Financial Performance under the Effect of Corporate Social Capital Threshold | 15.2 | 0 | 2 |
| The Impact of Venture Capital’s Post Investment Activities on Entrepreneurial Orientation of Portfolio Company | 15.2 | 0 | 2 |
| The Influence of Venture Capital on the Growth Performance of Family Business——Evidence from the Perspective of Different Generations | 15.2 | 0 | 2 |
| Risk Predication in Professional Management in Family Business Using Support Vector Machine | 15.2 | 0 | 2 |
| What Can Venture Capital Bring to Entrepreneurship Family Business? Empirical Evidence from Companies Listed on GEM in China | 15.2 | 0 | 2 |
| Research on Corporate Social Responsibility and Financial Performance Improvement with Propensity Score Matching Method | 15.2 | 0 | 2 |
| The Interaction between Family Governance and Private Equity Financing of Small and Medium-sized Enterprises——A Research Review | 15.2 | 0 | 2 |
| Family Business Diversification, Family Governance and Technological Innovation | 15.2 | 0 | 2 |
| Proposing changes in legislative and institutional conditions for private equity and venture capital financing in the Czech Republic - a comparative study with Poland | 15.2 | 0 | 2 |
| Employees' Prior Affiliations Constrain Organizational Network Change: Evidence from U.S. Venture Capital and Private Equity | 15.2 | 0 | 2 |
| Mediating effect of continuous improvement on the relationship between innovation and financial performance | 15.2 | 0 | 2 |
| FACTORS INFLUENCING THE EFFECTIVE LEADERSHIP SUCCESSION PLANNING: STUDY ON A MALAYSIAN GLC | 15.2 | 0 | 2 |
| WhitlamCo. | 15.2 | 0 | 2 |
| Factors Influencing the Effective Leadership Succession Planning: Study on A Malaysian GLC | 15.2 | 0 | 2 |
| ChemInform Abstract: Radical Ions and Photochemical Charge‐Transfer Phenomena (Series A). Part 33. Cycloadditions (Series B). Part 37. Synthesis of Imidazolo‐ and Pyrrolophanes by (3 + 2) Cycloadditions with Azaallenyl Radical Cations. | 15.2 | 0 | 2 |
| SUPPORTING QUALITY IMPROVEMENT TEAMS FOR CONTINUOUS IMPROVEMENT | 15.2 | 0 | 2 |
| Private Equity and Venture Capital in China in the Aftermath of the Sino-American Trade Disputes | 15.2 | 0 | 2 |
| Analyzing the Impact of Implementing a Systems-Based Hematologist into the Healthcare Delivery System at an Academic Medical Center | 15.2 | 0 | 2 |
| Quality Improvement of Colonoscopy at a Tertiary Care Academic Medical Center | 15.2 | 0 | 2 |
| Effects of national culture on leadership succession planning in small-to-medium scale family enterprises | 15.2 | 0 | 2 |
| Quality Improvement Fellowship Poster Presentation - Patient Experience Improvement, through Education in Preparation for Computed Tomography | 15.2 | 0 | 2 |
| Ensure executive search committee members understand their roles, responsibilities | 15.2 | 0 | 2 |
| Women on the board of directors and their impact on the financial performance of a firm: an empirical investigation of female directors in the United States technology sector | 15.2 | 0 | 2 |
| A Framework for Examining the Heterogeneous Opportunities of Value Creation in Private Equity Buyouts | 15.2 | 0 | 2 |
| Increasing Gender Diversity in Higher Education Leadership: The Role of Executive Search Firms | 15.2 | 0 | 2 |
| Lean Accounting: Economic-financial Performance of Companies with Lean Manufacturing | 15.2 | 0 | 2 |
| Private equity investment criteria: An experimental conjoint analysis of venture capital, business angels, and family offices | 15.2 | 0 | 2 |
| Patterns in Spatial Distribution of Venture Capital and Private Equity Investments in Brazil | 15.2 | 0 | 2 |
| Empirical analysis of board diversity and the financial performance deposit money banks in Nigeria | 15.2 | 0 | 2 |
| Supporting Accountability and Compliance While Nurturing Creativity: A Nonprofit Board Governance Challenge | 15.2 | 0 | 2 |
| Succession Planning and Business Continuity of Family-Owned Business in Lagos State, Nigeria | 15.2 | 0 | 2 |
| Strategic stakeholder management, environmental corporate social responsibility engagement, and financial performance of stigmatized firms derived from Chinese special environmental policy | 15.2 | 0 | 2 |
| Enhancing Private Healthcare Effectiveness in Lagos State, Nigeria: An Overview of the Effect of Quality Improvement Initiatives and Implications for Sustainable Healthcare Delivery | 15.2 | 0 | 2 |
| Generational transition in family business and the distribution of capitals in social reproduction strategies | 15.2 | 0 | 2 |
| AAOIFI governance standards: Sharia disclosure and financial performance for Islamic banks | 15.2 | 0 | 2 |
| Regulatory Constraints on Financial Performance of Insurance Firms in Egypt: Structural Equation Model | 15.2 | 0 | 2 |
| Choosing a Board of Directors for a Family Business | 15.2 | 0 | 2 |
| Does Board Diversity Influence Financial Performance? | 15.2 | 0 | 2 |
| The Effect of Board of Directors Characteristics on Firm’s Financial Performance: An Empirical Study on the Most Active Firms in the Egyptian Stock Exchange | 15.2 | 0 | 2 |
| Innovation in newly public firms: The influence of government grants, venture capital, and private equity | 15.2 | 0 | 2 |
| The Role of Leadership Diversity for Nonprofit Governance and Effectiveness | 15.2 | 0 | 2 |
| Competitive Advantage and Information Velocity: Financial Performance Effects of Lean Manufacturing | 15.2 | 0 | 2 |
| Beyond Agency Theory: Resource-based value creation by private equity firms | 15.2 | 0 | 2 |
| Nonprofit Board Members’ Reasons to Join and Continue Serving on a Volunteer Board of Directors | 15.2 | 0 | 2 |
| The role of innovation in venture capital and private equity investments in different investment phases | 15.2 | 0 | 2 |
| FIRM VALUE CREATION THROUGH INTELLECTUAL CAPITAL AND CORPORATE SOCIAL PERFORMANCE WITH MEDIATED OF FINANCIAL PERFORMANCE USING ISLAMIC MANUFACTURING SECTOR AS SUPPLEMENTARY ANALYSIS | 15.2 | 0 | 2 |
| Patient Experience Improvement in an Electrophysiology Department: A Quality Improvement Project | 15.2 | 0 | 2 |
| Investigating the Roles, Influencing Mechanisms, and Outcomes of Private Equity and Venture Capital on Companies in High-Tech Renewable Energy Sectors | 15.2 | 0 | 2 |
| A study on factors affecting succession planning in small and medium scale Indian family business | 15.2 | 0 | 2 |
| The Performance Puzzle in Venture Capital and Private Equity Style Drifts | 15.2 | 0 | 2 |
| Teaching Private Equity in an Era of Uncertainty: Introduction to Private Equity, Venture Capital, and the Financing of Entrepreneurship: The Power of Active Investing, New York, Wiley 2023 | 15.2 | 0 | 2 |
| Increasing Senior Leadership Diversity: Process Insights from a Global Set of Qualitative Studies | 15.2 | 0 | 2 |
| Clinical Experience With a Dedicated Neurocritical Care Quality Improvement Program in an Academic Medical Center | 15.2 | 0 | 2 |
| The Influence of Board of Commissioners, Board of Directors, Board of Commissioners Independent Audit Committee and Board of Trustees to Financial Performance Islamic Banking (Case Study on Islamic Bank Period in 2011-2013) | 15.2 | 0 | 2 |
| Common Threats and Managing Reputation in Executive Search Firms | 15.2 | 0 | 2 |
| Private equity portfolio company fees | 15.2 | 0 | 2 |
| The Effectiveness of The Board of Directors' Performance and The Moderation Effect of Corporate Risk Management on The Company's Financial Performance | 15.2 | 0 | 2 |
| How does board diversity affect the financial performance of commercial banks in indonesia? An inquiry | 15.2 | 0 | 2 |
| Meeting today’s healthcare leadership challenges: is compassionate, caring and inclusive leadership the answer? | 15.2 | 0 | 2 |
| Contextualizing comprehensive board diversity and firm financial performance: Integrating market, management and shareholder’s perspective | 15.2 | 0 | 2 |
| The effect of the board of directors on financial performance and the existence of risk management as an intervening variable | 15.2 | 0 | 2 |
| Brazil Singh | 15.2 | 0 | 2 |
| executive search service | 15.2 | 0 | 2 |
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| Board diversity effects on the financial performance of small-holder coffee processors: Evidence from Kenya | 15.2 | 0 | 2 |
| MESSAGE STRATEGIES IN REPUTATION AND CRISIS MANAGEMENT: STAKEHOLDER COMMUNICATION DURING THE MARIKANA LABOUR CRISIS IN SOUTH AFRICA | 15.2 | 0 | 2 |
| Kodaikanal Observatory Bulletin | 15.2 | 0 | 2 |
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| Akif Capital Holding | 15.2 | 0 | 2 |
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| Why Most Recruiting Organizations Fail: The Critical Role of Tactical Execution | 15.2 | 0 | 2 |
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| Series A funding: What you need to know right now | Sifted Talks | 15.2 | 0 | 2 |
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| DHS Ventures & Holdings | 15.2 | 0 | 2 |
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| Steadman & Chase | 15.2 | 0 | 2 |
| Williams Recruitment | 15.2 | 0 | 2 |
| Scott Williams | 15.2 | 0 | 2 |
| Nexco | 15.2 | 0 | 2 |
| workidentity GmbH | 15.2 | 0 | 2 |
| Udo Wichmann | 15.2 | 0 | 2 |
| Verox Partner | 15.2 | 0 | 2 |
| Top of Minds | 15.2 | 0 | 2 |
| Talent Executives Group | 15.2 | 0 | 2 |
| Omera Partners | 15.2 | 0 | 2 |
| Ciaran Donovan | 15.2 | 0 | 2 |
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| IIC Partners | 15.2 | 0 | 2 |
| KiTalent LLC | 15.2 | 0 | 2 |
| Cognitive Sovereignty: Protecting the Quality of Leadership Decisions in the Age of Artificial Intelligence | 15.2 | 0 | 2 |
| Airbus Commercial Aircraft | 9.6 | 0 | 1 |
| cannabis | 9.6 | 0 | 1 |
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| Thomas Schmidheiny | 9.6 | 0 | 1 |
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| Instituto Nacional de Industria | 9.6 | 0 | 1 |
| supplier rating | 9.6 | 0 | 1 |
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| ZEAG Energie | 9.6 | 0 | 1 |
| University of Central Florida | 9.6 | 0 | 1 |
| A-TEC Industries | 9.6 | 0 | 1 |
| Zakłady Chemiczne Police | 9.6 | 0 | 1 |
| Zapf Creation | 9.6 | 0 | 1 |
| Penta Investments Limited | 9.6 | 0 | 1 |
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| AXA | 9.6 | 0 | 1 |
| Lietuvos geležinkeliai, AB | 9.6 | 0 | 1 |
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| Duke University | 9.6 | 0 | 1 |
| Lietuvos paštas, AB | 9.6 | 0 | 1 |
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| Zehnder Group | 9.6 | 0 | 1 |
| Donald Rumsfeld | 9.6 | 0 | 1 |
| board of directors | 9.6 | 0 | 1 |
| Thai Airways | 9.6 | 0 | 1 |
| Museum of Modern Art | 9.6 | 0 | 1 |
| Operation Harling | 9.6 | 0 | 1 |
| Q197802 | 9.6 | 0 | 1 |
| Queen Rania of Jordan | 9.6 | 0 | 1 |
| 3S Industries | 9.6 | 0 | 1 |
| 3U Holding | 9.6 | 0 | 1 |
| Zwack liqueur | 9.6 | 0 | 1 |
| Viviane Reding | 9.6 | 0 | 1 |
| 4B Holding | 9.6 | 0 | 1 |
| 4SC | 9.6 | 0 | 1 |
| Special Operations Executive | 9.6 | 0 | 1 |
| income statement | 9.6 | 0 | 1 |
| Züblin Immobilien Holding | 9.6 | 0 | 1 |
| Centrica | 9.6 | 0 | 1 |
| Gregory Barker | 9.6 | 0 | 1 |
| Paul Bulcke | 9.6 | 0 | 1 |
| Social venture capital | 9.6 | 0 | 1 |
| Florence Devouard | 9.6 | 0 | 1 |
| John Donahoe | 9.6 | 0 | 1 |
| executive director | 9.6 | 0 | 1 |
| N.F.-Board | 9.6 | 0 | 1 |
| Kasikornbank | 9.6 | 0 | 1 |
| A.S. Création | 9.6 | 0 | 1 |
| Sporveien Trikken | 9.6 | 0 | 1 |
| Achema, AB | 9.6 | 0 | 1 |
| Cerberus Capital Management | 9.6 | 0 | 1 |
| AEG Power Solutions | 9.6 | 0 | 1 |
| AGEN Holding | 9.6 | 0 | 1 |
| AQUA-Institut | 9.6 | 0 | 1 |
| aQuantive | 9.6 | 0 | 1 |
| ARBOmedia | 9.6 | 0 | 1 |
| ATB AG | 9.6 | 0 | 1 |
| DELMIA | 9.6 | 0 | 1 |
| Gelsenwasser | 9.6 | 0 | 1 |
| Meritor | 9.6 | 0 | 1 |
| Einbecker Brewery | 9.6 | 0 | 1 |
| Envitec Biogas | 9.6 | 0 | 1 |
| Johnson & Johnson | 9.6 | 0 | 1 |
| practice | 9.6 | 0 | 1 |
| PepsiCo | 9.6 | 0 | 1 |
| George Carey | 9.6 | 0 | 1 |
| Acino International | 9.6 | 0 | 1 |
| Q343687 | 9.6 | 0 | 1 |
| Addex Therapeutics | 9.6 | 0 | 1 |
| Carlos Ghosn | 9.6 | 0 | 1 |
| Adinotec | 9.6 | 0 | 1 |
| Center for American Progress | 9.6 | 0 | 1 |
| data space | 9.6 | 0 | 1 |
| Nissan Shatai | 9.6 | 0 | 1 |
| Adval Tech Holding | 9.6 | 0 | 1 |
| Advanced Info Service | 9.6 | 0 | 1 |
| Advent International | 9.6 | 0 | 1 |
| lean manufacturing | 9.6 | 0 | 1 |
| executive sponsor | 9.6 | 0 | 1 |
| African Bank Investments | 9.6 | 0 | 1 |
| George Freeman | 9.6 | 0 | 1 |
| Šiaulių bankas, AB | 9.6 | 0 | 1 |
| Žemaitijos Pienas, AB | 9.6 | 0 | 1 |
| agta record | 9.6 | 0 | 1 |
| board of education | 9.6 | 0 | 1 |
| Adolf Ahlers AG | 9.6 | 0 | 1 |
| Airesis | 9.6 | 0 | 1 |
| Airports of Thailand | 9.6 | 0 | 1 |
| Aktienbrauerei Kaufbeuren | 9.6 | 0 | 1 |
| Alstria office REIT | 9.6 | 0 | 1 |
| Josette Sheeran | 9.6 | 0 | 1 |
| Andries Bicker | 9.6 | 0 | 1 |
| Elizabeth Warren | 9.6 | 0 | 1 |
| CargoLifter | 9.6 | 0 | 1 |
| Aluminiumwerk Unna AG | 9.6 | 0 | 1 |
| Amadeus FiRe AG | 9.6 | 0 | 1 |
| Paul Arizin | 9.6 | 0 | 1 |
| ambiguity tolerance–intolerance | 9.6 | 0 | 1 |
| American Institute of Physics | 9.6 | 0 | 1 |
| Tom Glocer | 9.6 | 0 | 1 |
| reputation protection | 9.6 | 0 | 1 |
| Yoshitoshi | 9.6 | 0 | 1 |
| Amica S.A. | 9.6 | 0 | 1 |
| Vladimir Lisin | 9.6 | 0 | 1 |
| market capitalization | 9.6 | 0 | 1 |
| Amir Ansari | 9.6 | 0 | 1 |
| United Nations Human Settlements Programme | 9.6 | 0 | 1 |
| Lone Star Funds | 9.6 | 0 | 1 |
| Groupe Bel | 9.6 | 0 | 1 |
| andon | 9.6 | 0 | 1 |
| Telia Lietuva, AB | 9.6 | 0 | 1 |
| Virgin Group | 9.6 | 0 | 1 |
| International AIDS Society | 9.6 | 0 | 1 |
| Vereinigte Stahlwerke | 9.6 | 0 | 1 |
| Jing Ulrich | 9.6 | 0 | 1 |
| Khaldoon Al Mubarak | 9.6 | 0 | 1 |
| Yvonne Cormeau | 9.6 | 0 | 1 |
| Nancy McKinstry | 9.6 | 0 | 1 |
| Shirley Franklin | 9.6 | 0 | 1 |
| Patricia Russo | 9.6 | 0 | 1 |
| Jungheinrich AG | 9.6 | 0 | 1 |
| Publigroupe | 9.6 | 0 | 1 |
| James Neal | 9.6 | 0 | 1 |
| Thai Rung Union Car | 9.6 | 0 | 1 |
| HWA AG | 9.6 | 0 | 1 |
| Tom Hicks | 9.6 | 0 | 1 |
| Mark Juergensmeyer | 9.6 | 0 | 1 |
| Getin Holding | 9.6 | 0 | 1 |
| Dade Behring | 9.6 | 0 | 1 |
| Ignitis | 9.6 | 0 | 1 |
| Compagnie des phosphates de Gafsa | 9.6 | 0 | 1 |
| CropEnergies | 9.6 | 0 | 1 |
| Joint United Nations Programme on HIV/AIDS | 9.6 | 0 | 1 |
| Bucher Industries | 9.6 | 0 | 1 |
| Nasdaq Vilnius, AB | 9.6 | 0 | 1 |
| 3G Capital | 9.6 | 0 | 1 |
| National bank of Liechtenstein | 9.6 | 0 | 1 |
| Apollo Global Management | 9.6 | 0 | 1 |
| Discovery, Inc. | 9.6 | 0 | 1 |
| regulatory compliance | 9.6 | 0 | 1 |
| LESTO | 9.6 | 0 | 1 |
| Arcadis | 9.6 | 0 | 1 |
| University of West Florida | 9.6 | 0 | 1 |
| Permira | 9.6 | 0 | 1 |
| EFG International | 9.6 | 0 | 1 |
| Bank BPH | 9.6 | 0 | 1 |
| Bobst | 9.6 | 0 | 1 |
| Nationale Suisse | 9.6 | 0 | 1 |
| Mettler Toledo | 9.6 | 0 | 1 |
| Vaudoise Versicherungen | 9.6 | 0 | 1 |
| Pargesa Holding | 9.6 | 0 | 1 |
| Atel Holding | 9.6 | 0 | 1 |
| Converium | 9.6 | 0 | 1 |
| Calida | 9.6 | 0 | 1 |
| Kyushu Electric Power | 9.6 | 0 | 1 |
| CARE International | 9.6 | 0 | 1 |
| Josef Manner & Comp AG | 9.6 | 0 | 1 |
| Patrick Leigh Fermor | 9.6 | 0 | 1 |
| Viktor Vekselberg | 9.6 | 0 | 1 |
| Lalique Group | 9.6 | 0 | 1 |
| Alan Ayckbourn | 9.6 | 0 | 1 |
| Willie Banks | 9.6 | 0 | 1 |
| Jean Lemierre | 9.6 | 0 | 1 |
| Joseph Safra | 9.6 | 0 | 1 |
| Australian Securities Exchange | 9.6 | 0 | 1 |
| Soriana | 9.6 | 0 | 1 |
| Hokkaido Electric Power Company | 9.6 | 0 | 1 |
| Investor relations | 9.6 | 0 | 1 |
| Astellas Pharma GmbH | 9.6 | 0 | 1 |
| Cyrix | 9.6 | 0 | 1 |
| family office | 9.6 | 0 | 1 |
| Shenergy Company | 9.6 | 0 | 1 |
| Q753349 | 9.6 | 0 | 1 |
| Q755743 | 9.6 | 0 | 1 |
| Central European University | 9.6 | 0 | 1 |
| Atoss | 9.6 | 0 | 1 |
| audit committee | 9.6 | 0 | 1 |
| Augsburger Kammgarn-Spinnerei | 9.6 | 0 | 1 |
| GRAMMER AG | 9.6 | 0 | 1 |
| Augusta Technologie | 9.6 | 0 | 1 |
| Aurelius Group | 9.6 | 0 | 1 |
| Mitsui Chemicals | 9.6 | 0 | 1 |
| Bank of Ayudhya | 9.6 | 0 | 1 |
| Allen Stanford | 9.6 | 0 | 1 |
| Platinum Equity | 9.6 | 0 | 1 |
| Q792518 | 9.6 | 0 | 1 |
| Q793738 | 9.6 | 0 | 1 |
| Q795645 | 9.6 | 0 | 1 |
| Q795884 | 9.6 | 0 | 1 |
| BKS Bank | 9.6 | 0 | 1 |
| Brazilian Development Bank | 9.6 | 0 | 1 |
| BVZ Holding | 9.6 | 0 | 1 |
| Q797173 | 9.6 | 0 | 1 |
| BWT AG | 9.6 | 0 | 1 |
| Balda | 9.6 | 0 | 1 |
| Banca Popolare di Lodi | 9.6 | 0 | 1 |
| Bangkok Bank | 9.6 | 0 | 1 |
| Bangkok Airways | 9.6 | 0 | 1 |
| Bank CA St. Gallen | 9.6 | 0 | 1 |
| CenterCredit | 9.6 | 0 | 1 |
| Q806637 | 9.6 | 0 | 1 |
| Bank für Tirol und Vorarlberg | 9.6 | 0 | 1 |
| Bankhaus Hallbaum | 9.6 | 0 | 1 |
| Basler AG | 9.6 | 0 | 1 |
| Q811992 | 9.6 | 0 | 1 |
| Q812095 | 9.6 | 0 | 1 |
| Bazaarvoice | 9.6 | 0 | 1 |
| Waldemar Behn | 9.6 | 0 | 1 |
| Belimo | 9.6 | 0 | 1 |
| Bell Food Group | 9.6 | 0 | 1 |
| Bellevue Group | 9.6 | 0 | 1 |
| Berentzen | 9.6 | 0 | 1 |
| co-determination | 9.6 | 0 | 1 |
| plan, do, check, adjust | 9.6 | 0 | 1 |
| MinebeaMitsumi | 9.6 | 0 | 1 |
| Corbion N.V. | 9.6 | 0 | 1 |
| Q830890 | 9.6 | 0 | 1 |
| Open Source Initiative | 9.6 | 0 | 1 |
| Neonode | 9.6 | 0 | 1 |
| insider trading | 9.6 | 0 | 1 |
| Albert Bódogh | 9.6 | 0 | 1 |
| BOC Hong Kong (Holdings) | 9.6 | 0 | 1 |
| Dow Chemical Company | 9.6 | 0 | 1 |
| Sarbanes–Oxley Act | 9.6 | 0 | 1 |
| Bien-Zenker | 9.6 | 0 | 1 |
| Farhad Moshiri | 9.6 | 0 | 1 |
| Billerud | 9.6 | 0 | 1 |
| Q863594 | 9.6 | 0 | 1 |
| Q864453 | 9.6 | 0 | 1 |
| Q864641 | 9.6 | 0 | 1 |
| Biotest | 9.6 | 0 | 1 |
| Bird & Bird | 9.6 | 0 | 1 |
| Q879214 | 9.6 | 0 | 1 |
| Hermle AG | 9.6 | 0 | 1 |
| Cliq Digital | 9.6 | 0 | 1 |
| BonVenture | 9.6 | 0 | 1 |
| Q892264 | 9.6 | 0 | 1 |
| Bossard Holding AG | 9.6 | 0 | 1 |
| executive board | 9.6 | 0 | 1 |
| Lifosa, AB | 9.6 | 0 | 1 |
| LyondellBasell | 9.6 | 0 | 1 |
| T&D Holdings | 9.6 | 0 | 1 |
| David Dillon | 9.6 | 0 | 1 |
| Philosophical Transactions | 9.6 | 0 | 1 |
| Q917196 | 9.6 | 0 | 1 |
| The End | 9.6 | 0 | 1 |
| Orlen Lietuva, AB | 9.6 | 0 | 1 |
| High Museum of Art | 9.6 | 0 | 1 |
| Krungthai Bank | 9.6 | 0 | 1 |
| José Manuel González Paramo | 9.6 | 0 | 1 |
| Q970468 | 9.6 | 0 | 1 |
| nonprofit management | 9.6 | 0 | 1 |
| Richard L. Rubenstein | 9.6 | 0 | 1 |
| Rustam Minnikhanov | 9.6 | 0 | 1 |
| Tharman Shanmugaratnam | 9.6 | 0 | 1 |
| Gérard Mestrallet | 9.6 | 0 | 1 |
| Broderbund | 9.6 | 0 | 1 |
| Q996694 | 9.6 | 0 | 1 |
| RELX | 9.6 | 0 | 1 |
| Petro Welt | 9.6 | 0 | 1 |
| Q1023461 | 9.6 | 0 | 1 |
| Q1024117 | 9.6 | 0 | 1 |
| Q1024174 | 9.6 | 0 | 1 |
| CPH Chemie + Papier Holding | 9.6 | 0 | 1 |
| CVC Capital Partners | 9.6 | 0 | 1 |
| Caatoosee | 9.6 | 0 | 1 |
| SNK | 9.6 | 0 | 1 |
| Cash.life AG | 9.6 | 0 | 1 |
| Cegedim | 9.6 | 0 | 1 |
| Q1053369 | 9.6 | 0 | 1 |
| Q1053389 | 9.6 | 0 | 1 |
| Central Asia Cement | 9.6 | 0 | 1 |
| Centrotec Sustainable | 9.6 | 0 | 1 |
| Centrosolar | 9.6 | 0 | 1 |
| Ceotronics | 9.6 | 0 | 1 |
| waste treatment | 9.6 | 0 | 1 |
| Q1060342 | 9.6 | 0 | 1 |
| Charles O. Holliday, Jr. | 9.6 | 0 | 1 |
| Charles Vögele | 9.6 | 0 | 1 |
| Charoen Pokphand Foods | 9.6 | 0 | 1 |
| Chiba Bank | 9.6 | 0 | 1 |
| Christian Illek | 9.6 | 0 | 1 |
| Cicor | 9.6 | 0 | 1 |
| Cinven | 9.6 | 0 | 1 |
| Claudia Nemat | 9.6 | 0 | 1 |
| Colexon Energy | 9.6 | 0 | 1 |
| Colonia Real Estate | 9.6 | 0 | 1 |
| DigitalBridge | 9.6 | 0 | 1 |
| Q1111196 | 9.6 | 0 | 1 |
| Q1112107 | 9.6 | 0 | 1 |
| white knight | 9.6 | 0 | 1 |
| Q1114243 | 9.6 | 0 | 1 |
| Dusit International | 9.6 | 0 | 1 |
| Committee to Protect Journalists | 9.6 | 0 | 1 |
| Orthofix | 9.6 | 0 | 1 |
| Q1121168 | 9.6 | 0 | 1 |
| CompuGroup Medical | 9.6 | 0 | 1 |
| Swissquote | 9.6 | 0 | 1 |
| Consolidated Edison | 9.6 | 0 | 1 |
| Constantia Packaging | 9.6 | 0 | 1 |
| Contigas Deutsche Energie | 9.6 | 0 | 1 |
| Conzzeta | 9.6 | 0 | 1 |
| Corticeira Amorim | 9.6 | 0 | 1 |
| Crealogix | 9.6 | 0 | 1 |
| CREATON Aktiengesellschaft | 9.6 | 0 | 1 |
| Soares da Costa | 9.6 | 0 | 1 |
| IK Partners | 9.6 | 0 | 1 |
| crisis management | 9.6 | 0 | 1 |
| succession planning | 9.6 | 0 | 1 |
| Q1144435 | 9.6 | 0 | 1 |
| Q1146849 | 9.6 | 0 | 1 |
| Q1147637 | 9.6 | 0 | 1 |
| Q1149151 | 9.6 | 0 | 1 |
| Lindab | 9.6 | 0 | 1 |
| DAB BNP Paribas | 9.6 | 0 | 1 |
| HBOS Group Reorganisation Act 2006 | 9.6 | 0 | 1 |
| Q1152176 | 9.6 | 0 | 1 |
| Q1152873 | 9.6 | 0 | 1 |
| DIC Asset | 9.6 | 0 | 1 |
| DNick Holding | 9.6 | 0 | 1 |