Topic
Corporate governance
About: Corporate governance is a research topic. Over the lifetime, 118591 publications have been published within this topic receiving 2793582 citations.
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TL;DR: In this paper, the authors examine the effects of the dynamics, management, and governance of R&D and marketing resource deployments on firm-level economic performance and find that a history of increased investments in marketing is an enduring source of competitive advantage.
Abstract: To help understand how firms develop and maintain dynamic capabilities, we examine the effects of the dynamics, management, and governance of R & D and marketing resource deployments on firm-level economic performance. In a sample of technology-based entrepreneurial firms, we find that a history of increased investments in marketing is an enduring source of competitive advantage. We also find that managers' firm-specific experience positively moderates the relationship between R & D deployment intensity and economic returns. In addition, institutional ownership boosts economic returns from marketing deployments by subjecting these deployments to increased scrutiny and by sending positive signals to the market about the firm. Copyright © 2005 John Wiley & Sons, Ltd.
445 citations
TL;DR: This article found that the likelihood that a retired CEO serves on his own board two years after departure, as well as the likelihood of serving as an outside director on other boards, are positively and strongly related to his performance while CEO.
445 citations
TL;DR: Corporate ethics have become an indelible feature of stakeholder engagement as discussed by the authors, not just as a set of principles but as a process affecting decision-making at all levels.
Abstract: The wave of scandals that has inundated business since Enron has had far reaching consequences. Questions of ethics have taken on particular urgency as companies grapple with increased media scrutiny of governance matters, as well as of corporate social and environmental issues. This In Practice paper examines three principal responses from big business: (1) the infusion of ethical principles in corporate cultures, (2) the appointment of ‘Chief Ethics Officers’, and (3) the adoption of strict ethical guidelines and codes of conduct. The Reputation Institute (RI) finds that corporate ethics has become an indelible feature of stakeholder engagement — not just as a set of principles but as a process affecting decision-making at all levels. Ethics are in fact so critical to long-term business sustainability that they will increasingly form the basis of serious executive leadership.
445 citations
Book•
09 Jan 2020
TL;DR: In this paper, the authors define corporate communication as "defining corporate communication in contemporary organizations" and "corporate identity, branding and corporate reputation" and discuss the importance of corporate social responsibility (CSR) and community relations.
Abstract: Part I: Introduction Chapter 1: Defining Corporate Communication Chapter 2: Corporate Communication in Contemporary Organizations Part II: Conceptual Foundations Chapter 3: Stakeholder Management and Communication Chapter 4: Corporate Identity, Branding and Corporate Reputation Part III: Corporate Communication in Practice Chapter 5: Communication Strategy Chapter 6: Strategic Planning and Campaign Management Chapter 7: Research and Measurement Part IV: Specialist Areas in Corporate Communications Chapter 8: Media Relations Chapter 9: Employee Communication Chapter 10: Issues Management Chapter 11: Crisis Communication Part V: New Developments in Corporate Communication Chapter 12: Leadership and Change Communication Chapter 13: Corporate Social Responsibility (CSR) and Community Relations Chapter 14: Social Media and Corporate Communication
445 citations
TL;DR: In this paper, the authors adopt the perspective of networks as problems and develop a set of propositions drawn from selected cases of drug-trafficking networks, the diamond and weapons trade, and the Al Qaeda terrorist network.
Abstract: Networks and networking are viewed as ways of dealing with complex problems that beset both the state and society. Homelessness, health care, and crime are all viewed as problems that networks can manage better than single organizations can. This article views these problems as networks that must be confronted if Western democracies wish to deal with terrorism, drug smuggling, and the manifold pathologies that confront failed states. In this article we adopt the perspective of networks as problems. The majority of the literature on networks and collaboration is quite positive. Collaborative networks are seen as appropriate devices to tackle public management problems and successfully coordinate political, social, and economic action. From the level of global governance, European integration, sectoral policy networks at the national level, and service implementation networks at the local level, these devices are all viewed as ways of solving governance problems in a complex and differentiated world. The research proposed here intends to develop a more holistic view of this phenomenon by looking at dark networks. The article tries to evaluate how network structures and governance are used for criminal or immoral ends. Because the judgment of ends is inherently normative, we propose to talk about overt and legal versus covert and illegal networks. We then analyze where the similarities and differences between the two sets are and what we might be able to learn regarding both forms if we mirror them against each other. The article develops a set of propositions drawn from selected cases of drug-trafficking networks, the diamond and weapons trade, and the Al Qaeda terrorist network. Most of the literature on networks and collaboration is quite positive. Collaborative networks are seen as appropriate devices to tackle public management problems and to successfully coordinate political, social, and economic action. Figure 1 portrays a familiar relationship between public organizations and problems. Each organization (01, 02, 03, and 04) intersects with only part of the problem, and none of the organizations is linked in any kind of a A first version of this article was presented at the International Conference on the Empirical Study of Governance, Management, and Performance, Barcelona, 4-5 October 2002. We would like to thank the participants of the conference, especially Larry O'Toole, for their helpful comments on the revision of this article. DOI: 10.1093/jopart/mug029 Journal of Public Administration Research and Theory, Vol. 13, no. 4, pp. 413-439 c 2003 Journal of Public Administration Research and Theory, Inc. This content downloaded from 207.46.13.15 on Sat, 23 Apr 2016 05:07:31 UTC All use subject to http://about.jstor.org/terms 414 Journal of Public Administration Research and Theory Figure 1 The Rationale for Network Collaboration
445 citations