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Corporate Governance
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United Airlines, Artificial Intelligence, and Donald Trump: Reawakening Values in the Era of Fake Service, Fake Reality, and...

June 13, 2017 • SUSTAINABILITY & ETHICS, Corporate Governance, Commentary, Editors' Pick, Social Impact, Strategic SpotlightComments (0)

By Avi Liran and Simon L. Dolan Society has evolved and not all aspects of our lives were able to cope up with the changes and advances of the modern world. The authors elaborately sketch the current state of values particularly in our professional lives. The article is both a discussion and a call to …

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People and the Planet – CSR Initiatives Sweeten Ferrero’s Success

May 12, 2017 • SUSTAINABILITY & ETHICS, SPECIAL FEATURES, Corporate GovernanceComments (0)

By Tammi L. Coles For global businesses to thrive, “doing sustainability” is no longer an option. Tammi L. Coles spoke with recognised CSR researcher and author CB Bhattacharya about how this is revealed in the “People and the Planet” philosophy of

The Value of Gender-Based Leadership

March 2, 2017 • LEADERSHIP, Women in Leadership, Corporate GovernanceComments (2)

By Melissa Greenwell If a roomful of men can draw on their experiences and insights to help a business succeed, a roomful of men and women drawing from a deeper pool can achieve even more. Given the growing evidence about the business value of gender-balanced

We Need a Greater Focus on the Benefits Women in Top Executive Roles Bring to Companies Rather than Doom and Gloom Over their Limited Numbers

January 24, 2017 • LEADERSHIP, Women in Leadership, Corporate Governance, MBAs & Executive EducationComments (0)

By Sucheta Nadkarni Recruiting women to corporate boards and top executive roles helps businesses find the best people and reach key consumers. There’s a risk that too much focus on doom and gloom, over the lack of such senior women in business, will veer

A Wake-Up-Call for the Boards on Innovation

November 24, 2016 • Corporate GovernanceComments (0)

By Alessandro Di Fiore, Jonas Vetter and Joachim von Heimburg Today, innovation is not limited to products, but includes business models. Boards can play a critical role in shaping a balanced ambidexterity, raising the company executives’ strategic

Values, Values on the wall, Just do business and forget them all: Wells Fargo, Volkswagen and others in the hall

October 20, 2016 • LEADERSHIP, SUSTAINABILITY & ETHICS, Corporate Governance, Social ImpactComments (1)

By Avi Liran and Simon L. Dolan There is a growing discrepancy between the values stated on the wall and values in action. In the case of Wells Fargo, most of the company’s values and visions were breached. In this article, the authors discuss effective

The Dirty Dozen: How Unethical Behaviour Creeps Into Your Organisation

July 19, 2016 • SUSTAINABILITY & ETHICS, Corporate Governance, Editors' Pick, Social ImpactComments (1)

By Urs Müller and Ulf Schäfer This article presents some of the most influential drivers of unethical behaviour in business and suggests counter-strategies. Reviewing the literature from relevant disciplines, the authors draw the attention to twelve factors

Managing People in Mergers and Acquisitions Part 2: Integration and Survival

May 24, 2016 • STRATEGY & MANAGEMENT, OPERATION, Corporate Governance, Global Business, Talent Management, Business Process, Team ManagmentComments (1)

By Guido Stein and Marta Cuadrado In Part One, we addressed the key reasons why companies decide to pursue merger, the reasons why many of them fail, and the realities of mergers. In Part Two of this article, we will discuss human due diligence in Section 1.

Managing People in Mergers and Acquisitions Part 1: Reasons and Reality

March 25, 2016 • STRATEGY & MANAGEMENT, OPERATION, Corporate Governance, Global Business, Talent Management, Business Process, Team ManagmentComments (0)

By Guido Stein and Marta Cuadrado In Part One of this article we will address a number of issues related to mergers. First, we will look at the key reasons why companies decide to pursue them and the reasons why many fail. Second, we will consider the

An Investor’s Least Favourite Statement – “Oops, Wrong CEO”

January 20, 2016 • LEADERSHIP, Corporate Governance, Leadership DevelopmentComments (2)

By Leslie Pratch It is possible to identify executives who are likely to act with consistently high integrity and who demonstrate sound, timely judgment when they occupy positions of power. These executives – as distinct from others who have similar