A study of 21 firms including Barclays, L’Oréal and Philips reveals that their boards of directors take a nuanced approach to corporate purpose.
Articles on Board of directors
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The boards of directors for the top 50 Fortune 500 companies are slightly more diverse than they were in 2023.
The presence of at least three women on a board of directors improves the financial performance of organizations. The effect is similar to the impact of “critical mass” in physics.
The board of directors should make sure a company fulfils its climate pledges – but some are more effective than others.
Canada Soccer has the potential to model, both nationally and globally, the same standards of accountability and leadership excellence that are expected of national team athletes.
How can we explain governance failures in boards of directors? Part of the answer lies in the way directors use their expertise and understand their role on the board.
Men and women both offer unique, valuable contributions to company boards. To reap these benefits, organizations should continue to increase gender diversity.
A new study finds that women improve cyber risk management by bringing new perspectives and skills to the decision-making process of company boards.
Voluntary regulation has helped company boards become more diverse but has been more successful in certain countries.
Contrary to popular belief, boards of directors are not the ones who establish whistleblowing procedures. Instead, boards depend on their management teams to implement them.
Good board governance starts with understanding the mandate and role of the board and then follows through with structure, robust processes and practices.
Musk, who revived his bid for Twitter after the social media company’s board sued to enforce the deal, has been very critical of its board.
A study of 3,000 companies found a correlation between local ‘social capital’ – which measures such variables as voter turnout and census response rates – and more women on corporate boards.
A new study involving extensive interviews with dozens of directors shows that they see their roles as more about supporting executives, not challenging them.
Bad behaviour and toxic culture at a company can be corrected if the organization’s board of directors states clearly the values they are looking for in a CEO.
Board directors of our biggest companies simply aren’t equipped to take on management. An idea floated 50 years ago could help.
The attitudes and behaviour of employees are impacted much more strongly by the actions of their bosses than by their words. And the CEO is the most visible and powerful role model of all.
For the first time in South African company law, courts can declare directors delinquent. This new remedy must not be abused by those with the power to use it.
Directors who are unfairly kicked out of office by a hostile board face challenges since the legal remedies open to them are unclear.
Steinhoff was the darling of investors, asset managers, analysts and financial journalists. But its success was built on shaky foundations.
Top contributors
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Professor, Department of Accounting Sciences, Université du Québec à Montréal (UQAM)
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Professor of Management, Texas A&M University
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Professor, Department of Accounting Sciences, Université du Québec à Montréal (UQAM)
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Professor in Company Law, University of South Africa
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Professor in Accounting (forensic accounting), Université du Québec à Montréal (UQAM)
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Sessional Lecturer, PhD (Management) Candidate, School of Management, RMIT University
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Associate Professor of Business, Texas A&M University
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Industry Fellow, Corporate Governance & Senior Lecturer, Swinburne Law School, Swinburne University of Technology
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Senior Lecturer in Finance, University of Sydney
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Assistant Professor of Accounting, Hanken School of Economics
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Vice President and Executive Dean, College of Business, Government and Law, Flinders University
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Professor of Accounting, University of Hull
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Professor of Innovation Studies, Swinburne University of Technology
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Senior Lecturer in Accounting and Finance, University of Liverpool
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Associate Professor of Accounting, Hanken School of Economics