Roger Brossy and John E. Balkcom
It sounds so simple: Just align executive compensation with a company's strategy—strategy being to make a profit, of course—and all with benefit. In looking at economic profit…
Abstract
It sounds so simple: Just align executive compensation with a company's strategy—strategy being to make a profit, of course—and all with benefit. In looking at economic profit, there are several easily understandable measures of how well a company's strategy is doing: sales growth rate, incremental operating profit margin, free cash flow, cost of capital, and the ratio of return on equity to investor's required return.
Executive compensation plans have come under increasing criticism. A new approach—value performance plans—offers a promising way to motivate executives to make decisions…
Abstract
Executive compensation plans have come under increasing criticism. A new approach—value performance plans—offers a promising way to motivate executives to make decisions consistent with the long‐term interests of their companies.
History shows a repetitive cycle of corporations over‐reaching their boundaries and causing social turmoil. Governments are faced with the task of reining them in by enacting…
Abstract
History shows a repetitive cycle of corporations over‐reaching their boundaries and causing social turmoil. Governments are faced with the task of reining them in by enacting regulations. Investors are faced with the task of preserving their individual assets. Corporate governance remains the core issue in these battles. This paper examines the origins of corporate governance and the events during the twentieth century that have failed to align the interests of management and shareholders.
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Giuseppe Modarelli, Christian Rainero and Stefano Amelio
The purpose of this study is to provide a bidimensional perspective to study the role that diversity and occupation play in corporate social responsibility (CSR).
Abstract
Purpose
The purpose of this study is to provide a bidimensional perspective to study the role that diversity and occupation play in corporate social responsibility (CSR).
Design/methodology/approach
Five big American companies were selected from a ranking carried out by a globally recognised website for finding flexible and inclusive jobs (www.flexjob.com). After a gap evaluation, content analysis and click analysis were carried out on the institutional websites.
Findings
This analysis provides insight into best practices for inducing employees to select inclusive and non-toxic working environments.
Research limitations/implications
Owing to its original application of game-based inclusiveness, the limited cases and exploratory research approach should be considered as limits of the study.
Practical implications
The research illustrates the internal relevance of sustainability and diversity, creating best practices for bidimensional CSR by matching the offer of and demand for social-inclusive recruitment and employment.
Originality/value
In pursuit of Sustainable Development Goal No.10, regarding reduction of inequalities, games as an inclusive practice could be used to avoid toxic work environments and promote well-being in the workplace.