WHO’S INFLUENCING WHOM? A STUDY OF THE INFLUENCE OF THE CEO AND THE BOARD OF DIRECTORS ON ORGANIZATIONAL STRATEGY The more importance that parents attach to school effectiveness, the more likely we
are to observe equilibria in which wealthy students attend more effective schools than do
lower-income students. Moreover, if parental concern for peer group is not too large, the
model predicts that this equilibrium effectiveness sorting will tend to be more complete in
high-choice markets, those with many small school districts, than in markets with more
This chapter include objectives: Identify the difference between decision management and decision control, understand the role of the board of directors, understand that the board of directors is ultimately responsible for the business and its affairs, provide an overview of what the oversight function entails, identify and explain the fiduciary duties of the board of directors,...
The IT Governance Institute (ITGI) (www.itgi.org) was established in 1998
to advance international thinking and standards in directing and controlling
an enterprise’s information technology. Effective IT governance helps ensure
that IT supports business goals, optimizes business investment in IT, and
appropriately manages IT-related risks and opportunities. The IT Governance
Institute offers symposia, original research, and case studies to assist enterprise
leaders and boards of directors in their IT governance responsibilities....
I S A A A
INTERNATIONAL SERVICE FOR THE ACQUISITION OF AGRI-BIOTECH APPLICATIONS
SUMMARY EXECUTIVE SUMMARY
Global Status of Commercialized Biotech/GM Crops: 2004
Chair, ISAAA Board of Directors
90 80 70 60 50 40 30 20 10 0 1995 1996
GLOBAL AREA OF BIOTECH CROPS
Million Hectares (1996 to 2004) 17 Biotech Crop Countries Total Industrial Countries Developing Countries
Increase of 20%, 13.3 million hectares or 32.9 million acres between 2003 and 2004.
Source: Clive James, 2004
Interview participants identified organizational effectiveness as
one of the top two things that has an impact upon the relationship
between the board of directors and executive director. Chapter
Four details what areas of organizational effectiveness have the
greatest impact on the relationship.
Chapter Five addresses how emotional intelligence and other
leadership qualities influence the board/executive director
This observation marks a departure from more traditional views
of the interaction between the executive director and the board
of directors in governance matters. Some organizations reading
this report may wish to increase the extent of the executive
director’s participation in board matters to reflect what the
interviewees described and I have summarized. The degree to
which the relationship improves can be tangible but, as with any
organizational change, this happens only if change is managed
fairly and appropriately.
The responsibility for company listing in many other OECD member
countries is shared between the stock exchange and the securities regulators. In
France, for instance, while it is the Board of Directors of Euronext Paris that
decides on the admission of financial instruments on its market, it consults with
the Autorité des Marchés Financiers and seeks its observations before listing.
Likewise, in Australia, the responsibility for listed companies' compliance with
listing rules is shared between the ASX and the Australian Securities and
Investments Commission (ASIC).
In this chapter you will: Understand the advisory function of corporate governance normally provided by legal counsel, financial advisors, and investment banks; recognize the traditional role of legal counsel and how it has changed, as well as the lines of communication between legal counsel, the company, and its board of directors; identify the rules and regulations implemented by the SEC for corporate attorneys;...
About the Author Professor Ellen A. Benowitz has been employed at Mercer County Community College since 1972. In addition to providing instruction in the areas of accounting, business organization, business communications and management, she has also served in several administrative positions. Professor Benowitz is also the New Jersey State Chairman for Future Business Leaders of America-Phi Beta Lambda and serves as member of the national board of directors.
The object of the NBER is to ascertain and present to the economics profession, and to
the public more generally, important economic facts and their interpretation in a scientific
manner without policy recommendations. The Board of Directors is charged with the responsibility
of ensuring that the work of the NBER is carried on in strict conformity with this object
Business as War Battling for Competitive Advantage
Fair warning: This book is meant to be dangerous. Provocative. Arresting. Like a brick thrown through the plate-glass window of the CEO’s office, the meeting room of the board of directors, or the faculty club of the business school that hits you up all the time for alumni contributions. I argue that today’s competitive environment for the business leaders is sufficiently hazardous and uncertain that you are better off thinking of it not as business but as war....
We investigate the effect of a corporate culture of sustainability on multiple facets of corporate behavior
and performance outcomes. Using a matched sample of 180 companies, we find that corporations that
voluntarily adopted environmental and social policies many years ago – termed as High Sustainability
companies – exhibit fundamentally different characteristics from a matched sample of firms that adopted
almost none of these policies – termed as Low Sustainability companies.
Governance research in accounting exploits the role of
accounting information as a source of credible information
variables that support the existence of enforceable contracts,
such as compensation contracts with payoffs to managers
contingent on realized measures of performance, the
monitoring of managers by boards of directors and outside
investors and regulators, and the exercise of investor rights
granted by existing securities laws. The remainder of Section 3
is organized as follows. Section 3.
The size of the board is a big factor in its effectiveness. As the number
of directors increases over about 10, it becomes harder to involve
everyone in debates that lead to sound decisions. It is usually best to
keep the board at a manageable size.
Building an effective board starts with a review of the composition
of the board and the needs of the organization for specific skills,
knowledge and experience. From this the organization can develop
profiles of the positions it needs and begin recruiting to fill them.
Foreword Nitin Nohria Introduction: The State of Integrated Reporting Today Robert G. Eccles Part I: The Role of the Corporation in Society Accounting and Accountability:Integrated Reporting and the Purpose of the Firm Robert Kinloch Massie A CEO’s Letter to Her Board of Directors John Fullerton and Susan Arterian Chang Drivers of Corporate Sustainability and Implications for Capital Markets: An International Perspective Ioannis
According to the International Labour Organization (ILO, 2005), each
year an estimated 2.2 million men and women die from work-related
injuries and diseases. Moreover, annually, an estimated 160 million
new cases of non-fatal work-related diseases occur worldwide. These
include cancer, respiratory and cardiovascular diseases, infectious
diseases, musculoskeletal and reproductive disorders, and mental and
neurological illnesses (Takala, 2002).
In the aftermath of September 11, the Port Authority’s mission was in large part redirected to
the rebuilding efforts around the WTC site. The organizational toll on the Port Authority
during the last decade cannot be underestimated.
Interview results support the idea that the executive director plays
a central role of in an organization’s operations and effective
governance. In the organizations interviewed, all had self-defined
successful relationships between the executive director and board
of directors—partly because the executive director actively
participated in board matters. The caveat is that executive directors
were strategic in their areas of involvement and, more importantly,
how they got involved (i.e.
By contrast, other scholars argue that private remedies should be strengthened
to enforce corporate governance standards at banks.
Many propose improving
banks’ accountability and efficiency of operations by increasing the legal duties that
bank directors and senior management owe to depositors and other creditors. This
would involve expanding the scope of fiduciary duties beyond shareholders to include
depositors and creditors.
We show that the group of firms with a strong sustainability culture is significantly more likely to
assign responsibility to the board of directors for sustainability and to form a separate board committee
for sustainability. Moreover, High Sustainability companies are more likely to make executive
compensation a function of environmental, social, and external perception (e.g., customer satisfaction)