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Articles on Corporate governance
Displaying 1 - 20 of 127 articles
Research shows that companies led by CEOs over 65 tend to underperform in the stock market.
In the US states that have made it hard to sue directors, firms are 30% less likely to recall faulty products.
South Africa’s laws and regulations aren’t clear about the role of the chair of a company. This carries huge risks for individuals and companies.
How can we explain governance failures in boards of directors? Part of the answer lies in the way directors use their expertise and understand their role on the board.
Musk can’t dodge this ruling by moving Tesla’s incorporation to Texas.
Embattled Optus chief Kelly Bayer Rosmarin who oversaw two network outages in the last year has resigned after admitting her company had no disaster management plan.
The Optus chief will face some tough questions about the company’s poor handling of last week’s catastrophic network outage when she appears before a Senate inquiry.
A reputation is worth safeguarding but not at all costs.
Raymond W. Baker says the estimated hundreds of billions of dollars in hidden wealth a decade ago has skyrocketed to trillions today.
With less than 14% of shares, Meta’s chairman and chief executive controls the majority of votes because of the tech company’s dual-class share structure.
Good board governance starts with understanding the mandate and role of the board and then follows through with structure, robust processes and practices.
Musk, who revived his bid for Twitter after the social media company’s board sued to enforce the deal, has been very critical of its board.
Companies need to reset their mission so that profitability is a means to an end - the organisation’s social purpose - not an end in itself is essential.
Public companies have many governance safeguards that private ones lack, such as independent oversight and transparency.
Universities supposedly have adopted a more corporate approach – but most corporate board members have expertise in the area their company operates in and are more accountable to shareholders.
There’s more than one way to get companies to do what you want. Sometime the threat of a vote at an annual general meeting is enough.
When directors are hand-picked by CEOs, it’s a recipe for disaster.
The view that long-serving directors are so enmeshed with the company that they lack independence is gaining traction.
Corporate governance reforms should be viewed as a cog within a big wheel and accompanied by appropriate changes to the enabling infrastructure.
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Top contributors
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Sessional Lecturer, PhD (Management) Candidate, School of Management, RMIT University
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Lecturer in Social Procurement, The University of Melbourne
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Associate Professor and Director of Rhodes Business School, Rhodes University
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Associate Professor of Finance, UNSW Sydney
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Associate Dean, Research and External Relations; Executive Director, Madden Center for Value Creation; Phil Smith Professor of Entrepreneurship, Florida Atlantic University
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Associate Professor - Department of Accounting and Corporate Governance, Macquarie University
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Emeritus Professor of Accounting, University of Essex, University of Essex
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Professor of Accounting, Durham University
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Dr Rosemary Sainty is a Friend of The Conversation.
Academic, UTS Business School, University of Technology Sydney
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Professor of Practice, Associate Dean, Warwick Business School, University of Warwick
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Professor of Business and Sustainable Development, The University of Edinburgh
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Professor of Corporate Governance, City, University of London
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Professor of Finance, UNSW Sydney
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Professor, UTS Business, University of Technology Sydney
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Fellow at the Center for Advanced Study in the Behavioral Sciences at Stanford and Professor of Management and Sociology, University of Michigan
