509 Posts Found

Morten T. Hansen, a management professor at the University of California’s School of Information, and Herminia Ibarra, professor for organizational behaviour at Insead are attempting to do away with the usual rankings of top CEOs – who’s the most respected, the best paid, the most popular.

Content: Article | Author: Barbara Bierach | Source: MBA Channel | Subjects: Corporate Governance, MBA Related

Can some CEOs be unaware of their own company? Sometimes the paradox is obvious to everyone – but them. Here are six areas every leader should check.

Content: Article | Author: Matt Shlosberg | Source: Chief Executive | Subjects: Corporate Governance, Management

McKinsey’s former managing director Ian Davis offers to new CEOs advice distilled from his experience supporting executives during their transitions into the role.

Content: Article | Author: Ian Davis | Source: McKinsey Quarterly | Subjects: Corporate Governance, Leadership, Management

The educational pedigree of CEOs has no bearing on the long-term success of their companies.

Content: Article | Source: strategy+business | Subject: Corporate Governance

Researchers find no connection between improved overall firm performance and the offering of stock option compensation to rank-and-file workers.

Content: Article | Source: strategy+business | Subjects: Corporate Governance, Finance, Organizational Behavior

Stock options have a positive effect on firm performance when they are granted to executives, but giving options to lower-ranking employees seems to have no effect on the bottom line according to a new study.

Content: Article | Authors: Nicole Bastian Johnson, Ron Kasznik | Sources: Stanford University, University of California Berkeley | Subjects: Corporate Governance, Human Resources, Organizational Behavior

Can a CEO—even one as talented and visionary as Steve Jobs—really make or break a corporation? Many business scholars have grown skeptical of the idea of chief executive as superhero. Cutting-edge research reveals that while some CEOs clearly do make a big difference, many are merely the most visible cogs in complex machines.

Content: Article | Author: Harris Collingwood | Source: The Atlantic Monthly | Subject: Corporate Governance

If you don’t use market mechanisms to determine CEO pay, what do you use? Enter INSEAD Professor of Accounting and Control S. David Young, who with compensation consultant Stephen O’Byrne, has created a metric to do the math.

Content: Article | Source: INSEAD Knowledge | Subject: Corporate Governance

…when you look at the use of stock options, and you look at companies that give 50 percent of their options to the top five officers, you get one picture. But when you look at companies where 90 percent or 95 percent of the options are given to people other than the top five officers, you get the other effect. So stock options are not … [ Read more ]

Content: Quotation | Author: Andrew S. Grove | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Compensation, Corporate Governance, Management

Professor Sanford Jacoby and Emily Nason say significant differences remain in the ways that executives in these nations view employees, shareholders and other stakeholders. [Hat tip to FinanceProfessor.com]

Content: Multimedia Content | Authors: Emily Nason, Sanford Jacoby | Source: UCLA | Subjects: Corporate Governance, International

CEO compensation is never not a hot topic—among CEOs, anyway. For everyone else, it’s a subject that flares up periodically and sparks a heated debate that always concludes the same way: The system of CEO pay in U.S. companies is broken.

The criticisms are familiar: The system rewards the wrong things, ignores shareholder objections, relies on arcane financial machinations, focuses on short-term results, and insists on … [ Read more ]

Content: Article | Author: Edward E. Lawler III | Source: The Conference Board Review | Subject: Corporate Governance

No position in a company is more important than the CEO and, as a result, no job gets more scrutiny. Sadly, little of this analysis benefits CEOs as most of the discussions happen behind their backs. This post is a step in the opposite direction. By describing how Andreessen Horowitz evaluates CEOs, I am at the same time describing what I think the job of … [ Read more ]

Content: Article | Author: Ben Horowitz | Subject: Corporate Governance

Michael Doyle, [who] invented the practice of “meeting facilitation” in the 1970s…saw that human beings did their best work in groups of seven to fifteen. Most corporate boards fit in that sweet spot. Unfortunately, he believed that most group problems arise from misapplying power, content, and process. Executive groups, he found, focus overwhelmingly on content (such as PowerPoint presentations and board books) and rarely on … [ Read more ]

Content: Quotation | Author: Michael Doyle | Source: The Conference Board Review | Subjects: Corporate Governance, Teamwork

Jeffrey Pfeffer serves on a compensation committee and discovers first hand why the pay process is so dysfunctional.

Content: Article | Author: Jeffrey Pfeffer | Source: BNET | Subject: Corporate Governance

Good corporate governance is very important for sustainable development, not only for the individual company, but also for the economy as a whole. Therefore, the quality of governance should be continuously improved and good governance should be promoted. However, what is not measured, cannot be improved. Hence, there is a need for a model to measure the quality of corporate governance.

Content: Article | Author: Yilmaz Argüden | Source: INSEAD Knowledge | Subject: Corporate Governance

No one disputes that the competitive chessboard today is global, and will continue to become even more international in scope as emerging markets like China, India and Latin America burgeon. Yet, most U.S. multinationals, alleging impediments like travel impositions and language and cultural barriers, retain boards that reflect the American and not the global marketplace.

Content: Article | Author: Russ Banham | Source: Chief Executive | Subjects: Corporate Governance, International

A new study says that hiring a CEO from within is better in the long term. “Inside CEOs, because of their deep knowledge and root in the firm, are more likely to initiate and implement strategic changes that can build the firm’s long-term competitive advantage,” says Anthea Zhang.

Content: Article | Author: Anthea Zhang | Sources: Futurity.org, Rice University | Subject: Corporate Governance

This publication provides information on the board’s role in risk oversight and includes six areas of focus coupled with action-oriented steps to take, along with questions for management, and tools that may help a board execute on its risk oversight responsibilities.

Content: Article | Source: Deloitte | Subjects: Corporate Governance, Risk Management

FinanceProfessor.com gives an overview (and provides relevant links) of several useful articles discussing executive compensation, highlighting findings that suggest that despite of good intentions stock options might actually make agency costs worst, that regulation and increased transparency may not work as well as more active shareholders, and that regulation and transparency do not lower pay levels.

Content: Article | Author: James Mahar Jr. | Source: FinanceProfessor.com | Subject: Corporate Governance

It shouldn’t take a governance crisis to prompt a review of board composition. As industry changes force shifts in corporate strategy, most CEOs will, at some point in their tenure, find it necessary to ask themselves whether they have the right mix of expertise, experience and business savvy to advise and challenge senior management on the path to success. A board that has served adequately, … [ Read more ]

Content: Article | Author: C.J. Prince | Source: Chief Executive | Subject: Corporate Governance