Corporate Governance: Volume 4 Issue 3

The corporate stake in social cohesion

Moses O. Oketch

Today, there is attention being focused on corporate social responsibility (CSR), a function which transcends, but includes making profits, creation of jobs, and the production of…

For business or the good of all? A Finnish approach to corporate social responsibility

Elisa Juholin

The study suggests that the prominent driving force behind corporate social responsibility (CSR) is companies’ long‐term profitability, supported by company leadership and…

Running business like a government in the new economy: lessons for organizational design and corporate governance

Bryane Michael, Randy Gross

Principal‐agent problems are largely responsible for poor corporate governance. Much work on private sector corporate governance reform seeks to address transparency…

The design of incentive compensation for directors

Chun‐Keung Hoi, Ashok Robin

Today, most firms provide equity‐based incentive compensation to their non‐executive directors. We summarize viewpoints supportive and critical of this development. We argue that…

Public sector ethics in Sweden: a 4P‐model of internal and external determinants in codes of ethics

Göran Svensson, Greg Wood

This article summarizes and aggregates the results of a study conducted of the largest 100 public sector organizations derived from three categories in Sweden. These categories of…

Stakeholder salience in corporate environmental strategy

Roberto Fernández Gago, Mariano Nieto Antolín

Stakeholders affect, and are affected by, the decisions taken by companies. They have varied and often conflicting interests, so it is essential for managers to know both who they…

Corporate reputation – a value creating strategy

Richard R. Dolphin

This paper reviews an empirical study into corporate reputation strategies in large UK organizations. It considers what is meant by corporate reputation and its role in the…