Corporate Governance: Volume 2 Issue 3

Investigating the effectiveness of corporate advisory boards

André Morkel, Barry Posner

While advisory boards have been around for a long time, they have become rather commonplace in Silicon Valley (USA) in the past decade. In fact, they are so common for new…

CEOs and development of the meaningful mission statement

Farhad Analoui, Azhdar Karami

Developing a mission statement has been considered a crucial factor in the formulation of business strategy in organisations. The mission statement promotes a sense of shared…

An evaluation of board practices in Brazil

Ricardo P.C. Leal, Claudia L.T. De Oliveira

We survey board practices in Brazil. Brazilian companies are commonly controlled by family groups or through shareholders agreements. Controlling shareholders hold a very large…

The Ludwig report: implications for corporate governance

Theresa M. Dunne, Christine V. Helliar

The Ludwig report concerning currency trading losses at AIB plc was issued in March 2002. This paper reviews the Ludwig report and assesses possible implications of the report for…

Developing reflexive corporate leadership: The role of the non executive director

Ruth Barratt, Nada Korac‐Kakabadse

In recent decades, there have been far too many examples of the world’s business being not sufficiently attentive to governance, with little foresight as to emerging consequences…

The Geopolitics of Governance: The Impact of Contrasting Philosophies

Andrew Kakabadse, Nada Kakabadse