Corporate governance

About: Corporate governance is a research topic. Over the lifetime, 118591 publications have been published within this topic receiving 2793582 citations.

Governance in a Globalizing World

Abstract: An exploration of the impact of governance on culture, economics, security and the environment in a globalized world. The book aims to answer three questions: how are patterns of globalization currently evolving?; how do these patterns affect governance?; and how might globalism itself be governed?

Board Composition and Corporate Fraud

Abstract: The study reported here examined how various characteristics of the board of directors and other governance features affected the occurrence of U.S. corporate fraud in the 1978–2001 period. The findings suggest that board composition and the structure of a board's oversight committees are significantly correlated with the incidence of corporate fraud. In the sample, as the number of independent outside directors increased on a board and in the board's audit and compensation committees, the likelihood of corporate wrongdoing decreased.

What is Corporate Governance

Abstract: The word governance comes from a Latin word – gubernare – which means to steer. Cicero has written ‘he that governs sits quietly at the stern and scarce is seen to stir’. Thus my colleague, Dr Collette Kirwan, has conceptualised the board as being the navigator of the company.

Corporate responsibility: The communication challenge

Abstract: An ever‐increasing number of companies are recognising the reputational risks and opportunities that corporate responsibility brings, and for these companies aligning corporate behaviour with stakeholder expectations is an ongoing business priority Communication, however, often remains the missing link in the practice of corporate responsibility The information requirements of a range of opinion leader and mass stakeholder audiences are not currently being satisfied by many companies, so they are not getting full credit for their responsible corporate behaviour Of course, there are specific challenges in communicating corporate responsibility – including scepticism towards company messages and potentially hostile reactions from the media, campaign groups and others The diverse information requirements of different stakeholder groups also present special communication challenges, and these requirements are examined in turn Using MORI’s British opinion research to illustrate the case, this paper first examines communication to opinion leader audiences (such as legislators, business press, investors and non‐governmental organisations), and in particular the opportunities and limitations of the social report It then goes on to address communication of corporate responsibility to the general public and the need to trigger wider consumer engagement in this topic Lastly, it covers the communication opportunity presented by companies’ own employees and the internal communication challenges surrounding corporate responsibility The paper suggests, in conclusion, that effective communication of corporate responsibility depends on a clear strategy which evaluates both the opportunities and the risks to the brand, and which tailors messages to different stakeholder groups It calls for a coordinated approach, which ideally embeds corporate responsibility messages into mainstream communications The paper also identifies internal communication as an under‐utilised and potentially powerful channel for enhancing a company’s reputation for responsibility among its key stakeholders

Gender Diversity in Corporate Governance and Top Management

Abstract: This article examines whether and how the participation of women in the firm's board of direc- tors and senior management enhances financial perfor- mance. We use the Fama and French (1992, 1993) valuation framework to take the level of risk into con- sideration, when comparing firm performances, whereas previous studies used either raw stock returns or accounting ratios. Our results indicate that firms operating in complex environments do generate positive and sig- nificant abnormal returns when they have a high pro- portion of women officers. Although the participation of women as directors does not seem to make a difference in this regard, firms with a high proportion of women in both their management and governance systems generate enough value to keep up with normal stock-market returns. These findings tend to support the policies cur- rently being discussed or implemented in some countries and organizations to foster the advancement of women in business.