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...Vince Bruni‐Bossio; Norman T. Sheehan Purpose As a result of the many governance failures in the past decade, new legislation, increased regulation, and best practices have been adopted by boards in an effort to improve corporate governance. Unfortunately, not all of the changes...

... in developing closer working relationships with the company's directors prescience; willingness to confront realities; long‐term vision; provision of strategic leadership; and focus on the external and strategic aspects of corporate governance. H1. In general...

... bring in valuable additional resources required to lower the financial risk. © Emerald Group Publishing Limited 2012 Corporate governance Family firms CFO Non‐family managers In family firms, the managing responsibility is often at least partly handed to non‐family managers...

...Ann‐Kristin Achleitner; Eva Lutz; Kerry Herman; Josh Lerner Purpose The purpose of this paper is to present a case study of UK fashion retailer New Look and focuses on the impact of private equity on corporate governance, employment and leverage after the public‐to‐private conversion in 2003...

... for each opportunity. One method to systematically bring the discussion of raw risks [3] to the board table is to identify and classify the risk associated with each opportunity using the following risk classification framework: Risk management Boards Corporate governance Management strategy...

... academic research that demonstrates a negligible impact of shareholder activism on firm financial performance. Corporate governance Shareholders Risk assessment “Sticks and stones may break my bones, but words will never hurt me.” How many times did you either hear, or invoke, that taunt...

... of corporate governance – should be even more inclusive. From the earlier commentary, we know that few officers of a firm serve as inside directors of the board (setting aside the CEO, there is less than one insider per board). We also know that fewer officers of the focal firm are allowed to serve...

... of the three reported transactions involved the CEO who also serves as board chairperson? Catherine M. Dalton can be contacted at: cdalton@indiana.edu © Emerald Group Publishing Limited 2006 Boards of Directors Corporate governance Disclosure Financial management Related party...

.... Findings One answer to the continued failure of corporate governance, albeit not likely the answer, is a misplaced focus on structural aspects of the board of directors at the expense of process issues. Practical implications Provides executives with information on important factors...

... can be contacted at: cdalton@indiana.edu © Emerald Group Publishing Limited 2006 Boards of Directors Corporate governance Business development There is consensus that financial markets reward corporate growth. Notably, however, different strategies to achieve growth...

... board members Corporate governance Stock markets Financial reporting A torrent of criticism has followed the enactment and implementation of the Sarbanes‐Oxley Act (SOX), related guidelines by the Public Company Accounting Oversight Board, and the frequently revised listing guidelines...

...Catherine Albert‐Roulhac; Peter Breen Purpose To provide a comprehensive overview of corporate governance practices in the top listed companies in ten European countries. Design/methodology/approach Presents comparative empirical research based on public data from public companies...

... of championing change. © Emerald Group Publishing Limited 2005 Boards of directors Corporate governance Chief executives Chairmen Having a board composed of individuals who each bring unique value to the boardroom as a function of differing backgrounds and perspectives intuitively makes...

... and to senior executives. © Emerald Group Publishing Limited 2005 Corporate governance Boards of Directors United Kingdom Business performance Most board directors never function properly in their directorial, as distinct from executive, role. They seem especially ineffective at thinking...

...Catherine M. Dalton; Dan R. Dalton Purpose Looks at modern guidelines for corporate governance as essentially an exercise in profiling. Sarbanes‐Oxley, oversight agencies, and self‐regulatory agencies focus on the adoption of certain board composition configurations in a purely subjective way...

... no. © Emerald Group Publishing Limited 2005 Corporate governance Stock options Pricing Executive compensation has been the subject of animated debate for years. Critics remind us that in 1980, CEOs’ compensation was 40 times that of the average worker; by 1990, that factor had increased...

... corporate governance will be a requirement; insurance companies will request certified financial statements and other governance provisions to establish coverage for directors and officers; if private firms prepare and distribute financial statements for any purpose (e.g. banks, venture capitalists...

... of corporate governance. The LID is chosen form among the ranks of outside board members and serves as a liaison between corporate management and the outside board members. Practical implications Provides managers with information on the benefits of creating a LID position. Originality...

... challenging tasks: first, how to create a new model of the center and, second, how to replace the old model of the center. © Emerald Group Publishing Limited 2004 Organizational structures Organizational design Strategic management Value added Corporate governance The mission would...