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Articles on Corporate governance
Displaying 1 - 20 of 119 articles
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.
Why are so many entrepreneurs in Canada avoiding going public, and what are the consequences for our economy?
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.
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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Emeritus Professor of Accounting, University of Essex, University of Essex
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Associate Professor - Department of Accounting and Corporate Governance, Macquarie University
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Associate Professor of Finance, UNSW Sydney
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Associate Professor and Director of Rhodes Business School, Rhodes University
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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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Professor, UTS Business, University of Technology Sydney
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Professor of Accounting, Durham University
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Emeritus Professor, Melbourne Law School, The University of Melbourne
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Professor of Corporate Law at Sydney Law School, University of Sydney
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Senior lecturer, University of Technology Sydney
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Professor of Finance, UNSW Sydney
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Lecturer in Finance, University of Manchester
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Academic, UTS Business School, University of Technology Sydney
