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This study examines corporate governance and ethics (CGE) education by conducting a survey of academicians and practitioners in the United States. Results indicate that the demand for, and interest in, CGE continues to increase. More universities are planning to provide CGE education and many CGE topics are considered important for integration into the curriculum, although the degree of importance varies between academicians and practitioners. The two prevailing methods of CGE education integration are offering a stand-alone course in CGE or infusion of CGE topics into accounting courses. Results pertaining to the importance, delivery, and topical content of CGE education may be useful to universities that are, or are considering, integrating CGE into their curricula or redesigning their CGE courses. The CGE educational issues addressed in this study should help business schools design curricula to prepare students for the challenges awaiting them in the area of CGE.

This paper summarizes the findings of the empirical papers in this volume and outlines future research directions for global leadership in general. We summarize the state of global leadership development in universities and recommend design criteria for these efforts. Given the popularity of study abroad as an integral component in many global leadership programs, we highlight common challenges for study abroad programs and the importance of taking an organization development approach. We conclude with future directions for global leadership development research in university settings, most of which emerged from the featured papers on this topic in this volume of Advances in Global Leadership. It is our hope that this chapter serves as a primer for both university program directors and researchers.

The purpose of this paper is to describe the 16-year research and development journey of the Culture Excellence assessment tool, which is used widely to assess safety and quality culture in the food industry. It is the third article in a theme issue of Worldwide Hospitality and Tourism Themes, discussing the importance of measuring food safety and quality culture.

An iterative process of in-depth interviews and mixed-method case studies led to the development of a conceptual model and an online assessment tool, which are used to gain insight into safety and quality culture.

The research process resulted in a conceptual model of four categories and 20 dimensions of safety and quality culture, alongside a practical online assessment tool to enable their measurement; these categories and dimensions are demonstrated using qualitative quotations.

This paper introduces qualitative data on safety and quality culture direct from the food industry with academic analysis to highlight new dimensions and issues. It will be of value to food safety and quality practitioners, trainers, auditors and other stakeholders involved in the food industry.

While there is strong agreement that globalization is spreading rapidly, there is no agreement on what globalization actually means and how it is measured. Giddens (1999) defines globalization as “the worldwide interconnection at the cultural, political, and economic level resulting from the elimination of communication and trade barriers.” He further defines it as “…a process of convergence of cultural, political, and economic aspects of life” (reported in Inkpen & Ramaswamy, 2006, p. 13). Govindarajan and Gupta (2001) define globalization as “growing economic interdependence among countries as reflected in increasing cross-border flows of three types of entities: goods and services, capital, and know-how” (p. 4).

Attempts to benchmark corporate governance practices have focused primarily on developed capital markets, whereas cross‐country comparisons remain difficult for emerging markets. Given the growing importance of emerging markets as an asset class, this paper attempts to shed some light on the quality of governance practices in a large sample of countries and the extent to which that quality may offset perceived weaknesses in the institutional framework in which companies operate.

In the absence of comparable data for many emerging markets, the paper employs new survey evidence from the World Economic Forum's Global Competitiveness Report.

The analysis suggests the following: first, legal institutions play a key role for corporate governance, but other factors, such as politics and cultural and historical roots, matter too. While corporate governance practices in emerging markets tend to be weaker than in developed capital markets, several emerging markets have already made substantial progress in upgrading their practices and, as their institutions continue to emerge, the existing quality gap looks set to narrow further. There are several countries whose companies on average appear to follow better practices than the quality of their legal and regulatory environments would suggest.

Good corporate governance at the company level need not be tied or constrained by its local environment. That good company practices may at least partly offset weak framework conditions and could have important implications for the mode of entry foreign investors choose, an issue to be left for further research.

Overall, the paper's main contribution lies in its novel approach to disaggregate different levels of corporate governance, thus allowing a more textured assessment of corporate governance risk.