Corporate Governance: Volume 8 Issue 2

Critiquing and contrasting “moral” stakeholder theory and “strategic” stakeholder: implications for the board of directors

Rookmin Maharaj

This paper aims to critique moral stakeholder theory (MST) and to contrast it to earlier strategic stakeholder approach (SSA).

Social and environmental reporting in UK company law and the issue of legitimacy

David Williamson, Gary Lynch‐Wood

This paper seeks to examine the introduction, in the UK, of reporting on social and environmental matters in the Companies Act 1985 (Operating and Financial Review and Directors'…

Corporate governance and chief executive officer compensation

Steven T. Petra, Nina T. Dorata

This paper aims to examine whether there is an association between the level of performance‐based incentives offered to CEOs and the composition of firms' boards of directors and…

Rethinking directors' duties in changing global markets

Peter Waring

This paper aims to examine whether directors duties, as they are typically presented in Anglo‐American corporations law, remain appropriate and relevant given recent corporate…

Board of director performance reporting

Michael L. McIntyre, Steven A. Murphy

This paper characterizes the role of the board of directors in a more specific way than has been done previously, and uses this characterization to support the argument that, in…

A case study on the influence of corporate governance beyond the boardroom: perceptions from business unit managers

Teerooven Soobaroyen, Aamina Sheik‐Ellahi

This study aims to explore the influence of corporate governance (CG) on non‐board business unit (BU) managers in relation to its perceived effects on managerial/organizational…

Stakeholder management and human resources: development and implementation of a performance measurement system

Mariolina Longo, Matteo Mura

The premise on which the stakeholder approach toward employees is based is that stakeholder management actions bring a strengthening of internal legitimacy and therefore the…

Good governance principles for the cultural heritage sector: lessons from international experience

Robert Shipley, Jason F. Kovacs

The collapse of some prominent corporations over the last ten years has been attributed to poor governance. Not‐for‐profit agencies are now examining their own governance policies…