Why are so many entrepreneurs in Canada avoiding going public, and what are the consequences for our economy?
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Articles on Corporate governance
Displaying 21 - 40 of 127 articles
The social media giant’s third-party review panel upheld Facebook’s ban on Donald Trump. A corporate governance expert explains why Facebook created the Oversight Board.
Director’s responsibilities are to the company, not the the owners, even if those owners are the government.
Tech companies’ use of dual-class share structures to keep control in the hands of founders and other insiders gives a handful of people power over enormous swaths of American life.
Good business requires good governance, and startups require a particular kind of governance to help them grow and prosper. That’s why it’s so important for startups to get governance right early on.
Already, under this year’s temporary provisions, the meetings have been shorter with fewer questions.
Cosy personal relationships among the corporate elite abound. So what makes an independent director actually independent?
MEC built a leadership team that lacked any obvious understanding of co-operatives and fostered a culture that started to see member involvement as a problem rather than a strength.
Bad behaviour and toxic culture at a company can be corrected if the organization’s board of directors states clearly the values they are looking for in a CEO.
ASIC is passing up opportunities to prosecute, all the more so in this ‘very different economic environment’.
The AMP saga, and new research, shows the power of ‘shareholder voice’.
Executives are often given bonuses that “vest” on a particular date. If the share price is high on that date, regardless of the reason, they get payouts.
As governments consider the use of surveillance technologies to trace and contain the spread of COVID-19, it is important to consider human rights in the implementation.
Quotas intended to increase diversity among corporate board members are likely to lead to token appointments and fail to bring about real change.
There is no denying that the shareholder model of business needs countering, but this doesn’t mean IOFs are the best remedy.
Little research has been done on the impact of multinational companies that are born and bred on African soil.
A lesson from the 2012 massacre of mineworkers is the need for government to retain its role as primary governance agent, enforcing clear rules and ensuring the provision of public goods and services.
The consequences for board members of corporations found to violate the law and ethical norms are rare and usually minor.
Putting employee directors on Australian boards is seriously back on the agenda for the first time since the 1970s.
The hard nuts to crack are getting women into chief executive positions and getting them paid as much.
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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, University of Edinburgh
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Professor of Corporate Governance, City St George's, 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
