Giovanna Michelon

TL;DR: In this paper, the authors examine the relationship of board composition, leadership and structure on sustainability disclosure and show that good corporate governance and sustainability disclosure can be seen as complementary mechanisms of legitimacy that companies may use to dialogue with stakeholders.

TL;DR: In this paper, the authors investigate the use of three reporting practices: stand-alone reports, assurance, and reporting guidance in relation to disclosure proxies that capture the quality of disclosure along three complementary dimensions: the content of the information disclosed, the type of information used to describe and discuss CSR issues, and the managerial orientation.

TL;DR: In this article, the authors investigated the relationship between board reputation and corporate social performance and found that board reputation may be a function of board attributes and investigated the association between board popularity and the social performance of firms.

TL;DR: In this paper, the authors explore the role of chief executive officers' (CEOs) incentives, split between monetary (based on both bonus compensation and changes in the value of the portfolio of stocks and options) and non-monetary (career concerns, incoming/departing CEOs, and power and entrenchment), in relation to corporate social responsibility (CSR).

TL;DR: In this paper, the authors investigate the effects of the corporate governance model on social and environmental disclosure (SED) and find that the stakeholders' orientation of corporate governance is positively associated with CSP and SED.