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Governance Research (governance + research)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	92%

Kinds of Governance Research

corporate governance research

Selected Abstracts

Thomas Kuhn and Corporate Governance Research

CORPORATE GOVERNANCE, Issue 2 2010
William Q. Judge Editor in Chief
No abstract is available for this article. [source]

The Complexity of International Corporate Governance Research

CORPORATE GOVERNANCE, Issue 5 2009
William Judge Editor in Chief
No abstract is available for this article. [source]

Taking Stock of Corporate Governance Research While Looking to the Future

CORPORATE GOVERNANCE, Issue 3 2009
Igor Filatotchev
ABSTRACT Manuscript Type: Editorial Research Question/Issue: This essay identifies some key issues for the analysis of corporate governance based on the articles within this special review issue coupled with our own perspectives. Our aim in this issue is to distil some research streams in the field and identify opportunities for future research. Research Findings/Results: We summarize the eight papers included in this special issue and briefly highlight their main contributions to the literature which collectively deal with the role and impact of corporate boards, codes of corporate governance, and the globalization of corporate governance systems. In addition to the new insights offered by these reviews, we attempt to offer our own ideas on where future research needs to be targeted. Theoretical Implications: We highlight a number of research themes where future governance research may prove fruitful. This includes taking a more holistic approach to corporate governance issues and developing an inter-disciplinary perspective by building on agency theory while considering the rich new insights offered by complementary theories, such as behavioral theory, institutional theory and the resource-based views of the firm. In particular, future corporate governance research needs to be conducted in multiple countries, particularly in emerging economies, if we want to move closer to the journal's aim of producing a global theory of corporate governance. Practical Implications: Our analysis suggests that analytic and regulatory approaches to corporate governance issues should move from a "one-size-fits-all" template to taking into account organizational, institutional and national contexts. [source]

Maturation of Corporate Governance Research, 1993,2007: An Assessment

CORPORATE GOVERNANCE, Issue 3 2009
Boris Durisin
ABSTRACT Manuscript Type: Review Research Question/Issue: This study seeks to investigate whether governance research in fact is a discipline or whether it is rather the subject of multi-disciplinary research. We map the intellectual structure of corporate governance research and its evolution from 1993,2007. Research Findings/Results: Based on the analysis of more than 1,000 publications and 48,000 citations in Corporate Goverance: An International Review (CGIR) and other academic journals, our study identifies the most influential works, the dominant subfields, and their evolution. Our study assesses the maturation of corporate governance research as a discipline; it finds increasing sophistication, depth and rigor, and consistency in its intellectual structure. Theoretical Implications: There is a large body of accumulated corporate governance research in the US, yet there is an empirical gap on cross-national studies in the literature. Furthermore, hardly any of the top cited works undertake their study in a cross-national setting. Thus, corporate governance research and CGIR in its quest to contribute to a global theory of corporate governance might benefit if articles have a cross-national methodological approach and empirical grounding in their research design and if articles explicitly aim at stating the theoretical underpinnings they draw on. Practical Implications: Globalists find in CGIR an outlet addressing economics and finance (e.g., whether and how compensation or dismissal of CEOs is related to board characteristics), management (e.g., whether and how best practice codes adoption is related to board characteristics and performance), and accounting (e.g., whether and how earnings manipulations is related to board characteristics) issues globally. [source]

What is the Dependent Variable in Corporate Governance Research?

CORPORATE GOVERNANCE, Issue 5 2008
William Judge
No abstract is available for this article. [source]

Taking Stock of Corporate Governance Research While Looking to the Future

Maturation of Corporate Governance Research, 1993,2007: An Assessment

"Globalization Theory": Yesterday's Fad or More Lively than Ever?

INTERNATIONAL POLITICAL SOCIOLOGY, Issue 2 2007
MATHIAS ALBERT
This article argues that while globalization theory is far from being past its most productive phase, as some of its critics claim, it does exhibit a number of shortcomings, particularly when it comes to identifying a clear point of reference for what is taken to be globalized and applying theoretical concepts developed in the analysis of national societies to a global level. This article argues that globalization theory stands on solid ground in that globalization theory has developed four strands of research, which are fairly well developed and which distinguish it as a separate field of inquiry, these four strands being the understanding of globalization as inherently varied globalization, global governance research, global history, and global/world society research. It argues that in order to redress some of the problems of globalization theory, it is necessary to build on these four strands and merge them with the traditional sociological concepts of functional differentiation and rationalization as well as with insights from complexity theories. [source]

Corporate Governance and Financial Constraints on Strategic Turnarounds*

JOURNAL OF MANAGEMENT STUDIES, Issue 3 2006
Igor Filatotchev
abstract The paper extends the Robbins and Pearce (1992) two-stage turnaround response model to include governance factors. In addition to retrenchment and recovery, the paper proposes the addition of a realignment stage, referring specifically to the realignment of expectations of principal and agent groups. The realignment stage imposes a threshold that must be crossed before the retrenchment and hence recovery stage can be entered. Crossing this threshold is problematic to the extent that the interests of governance-stakeholder groups diverge in a crisis situation. The severity of the crisis impacts on the bases of strategy contingent asset valuation leading to the fragmentation of stakeholder interests. In some cases the consequence may be that management are prevented from carrying out turnarounds by governance constraints. The paper uses a case study to illustrate these dynamics, and like the Robbins and Pearce study, it focuses on the textile industry. A longitudinal approach is used to show the impact of the removal of governance constraints. The empirical evidence suggests that such financial constraints become less serious to the extent that there is a functioning market for corporate control. Building on governance research and turnaround literature, the paper also outlines the general case necessary and sufficient conditions for successful turnarounds. [source]

A new basis for governance effectiveness research

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 67 2003
John Carver
Most governance research to date has consisted of descriptions of various types of governance arrangements. Absent from the literature is an underlying organizing principle, a conception of the fundamental purpose of governance. Without this underlying principle, attempts to assess effectiveness will fail. In this article, John Carver proposes a succinct definition of the purpose of governance and draws out some necessary consequences of this definition. This conception of the purpose of governance can serve as an underlying principle to guide research on the effectiveness of governance. [source]

Internal and External Corporate Governance: An Interface between an Organization and its Environment

BRITISH JOURNAL OF MANAGEMENT, Issue 3 2010
Igor Filatotchev
Most corporate governance research focuses on a universal link between corporate governance practices (e.g. shareholder activism, board independence) and performance outcomes, but neglects how interdependences between the organization and diverse environments lead to variations in the effectiveness of different corporate governance practices. This paper develops an organizational approach to corporate governance and focuses on two dominant streams that analyse internal and external governance mechanisms. First, we explore governance practices aimed at dealing with a complex set of problems internal to an organization, such as conflicts of interest between managers and shareholders, different types of shareholders, and block-holder opportunism. Second, we discuss the importance of formal and informal governance arrangements that organizations use in managing their relationships with external parties, such as alliance partners, overseas subsidiaries and network members. We argue that an integrated approach bringing these two streams together helps to develop a more holistic view on the effectiveness and efficiency of various corporate governance mechanisms, and suggests a number of avenues for future research. This paper also sets the scene for this thematic issue on corporate governance, scopes the field and introduces 11 papers which make significant contributions towards our understanding of corporate governance. [source]

Beyond Agency Conceptions of the Work of the Non-Executive Director: Creating Accountability in the Boardroom

BRITISH JOURNAL OF MANAGEMENT, Issue 2005
John Roberts
This paper examines board effectiveness through an examination of the work and relationships of non-executive directors. It is based on 40 in-depth interviews with company directors, commissioned for the Higgs Review. The paper observes that research on corporate governance lacks understanding of the behavioural processes and effects of boards of directors. Whilst board structure, composition and independence condition board effectiveness it is the actual conduct of the non-executive vis-à-vis the executive that determines board effectiveness. Data about behaviour and relationships on boards suggest that traditional theoretical divisions between agency and stewardship theory, and control versus collaboration models of the board do not adequately reflect the lived experience of non-executive directors and other directors on the board. Developing accountability as a central concept in the explanation of how boards operate effectively enables the paper to both challenge the dominant grip of agency theory on governance research and support the search for theoretical pluralism and greater understanding of board processes and dynamics. Practically, the work suggests that corporate governance reform will be undermined by prescription that supports distant perceptions of board effectiveness but not the actual effectiveness of boards. [source]