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class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 31731333; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_31731333"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_31731333 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="31731333"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 31731333; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=31731333]").text(description); $(".js-view-count-work_31731333").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_31731333").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="31731333"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="165429" href="https://www.academia.edu/Documents/in/Diritto_commerciale">Diritto commerciale</a>, <script data-card-contents-for-ri="165429" type="text/json">{"id":165429,"name":"Diritto commerciale","url":"https://www.academia.edu/Documents/in/Diritto_commerciale?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="284386" href="https://www.academia.edu/Documents/in/DIRITTO_SOCIETARIO">DIRITTO SOCIETARIO</a>, <script data-card-contents-for-ri="284386" type="text/json">{"id":284386,"name":"DIRITTO SOCIETARIO","url":"https://www.academia.edu/Documents/in/DIRITTO_SOCIETARIO?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="526980" href="https://www.academia.edu/Documents/in/Societa_Quotata">Società Quotata</a><script data-card-contents-for-ri="526980" type="text/json">{"id":526980,"name":"Società Quotata","url":"https://www.academia.edu/Documents/in/Societa_Quotata?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: 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itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/47826143/Accountability_and_Corporate_Governance">Accountability and Corporate Governance</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/47826143" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f353241f29a09d3fa0f24059a1c16981" rel="nofollow" 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window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_47826143"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_47826143 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="47826143"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 47826143; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=47826143]").text(description); $(".js-view-count-work_47826143").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_47826143").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="47826143"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="193239" href="https://www.academia.edu/Documents/in/Cultural_value">Cultural value</a><script data-card-contents-for-ri="193239" type="text/json">{"id":193239,"name":"Cultural value","url":"https://www.academia.edu/Documents/in/Cultural_value?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=47826143]'), work: {"id":47826143,"title":"Accountability and Corporate Governance","created_at":"2021-05-01T02:08:39.955-07:00","url":"https://www.academia.edu/47826143/Accountability_and_Corporate_Governance?f_ri=4167","dom_id":"work_47826143","summary":null,"downloadable_attachments":[{"id":66748637,"asset_id":47826143,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":16989635,"first_name":"Amir","last_name":"Licht","domain_name":"idc-ac","page_name":"AmirLicht","display_name":"Amir Licht","profile_url":"https://idc-ac.academia.edu/AmirLicht?f_ri=4167","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":193239,"name":"Cultural value","url":"https://www.academia.edu/Documents/in/Cultural_value?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_12306005" data-work_id="12306005" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/12306005/Statutory_Audit_versus_Internal_Audit_Impact_on_Corporate_Governance_Risk_Management_and_Internal_Control">Statutory Audit versus Internal Audit; Impact on Corporate Governance, Risk Management and Internal Control.</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Statutory and internal audit though have differences in object but are both geared towards value enhancement. Internal audit assures the board of directors of the effectiveness and efficiencies of governance, risk management and internal... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_12306005" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Statutory and internal audit though have differences in object but are both geared towards value enhancement. Internal audit assures the board of directors of the effectiveness and efficiencies of governance, risk management and internal control put in place to achieve overall organization’s objectives while statutory (external) audit assures the shareholders and the public of the financial report of organizations upon which the stakeholders make informed decisions.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/12306005" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="96e58b764141263b7235459821161c57" rel="nofollow" data-download="{"attachment_id":37587986,"asset_id":12306005,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/37587986/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="17731081" href="https://liverpool.academia.edu/samueldundun">samuel dundun</a><script data-card-contents-for-user="17731081" type="text/json">{"id":17731081,"first_name":"samuel","last_name":"dundun","domain_name":"liverpool","page_name":"samueldundun","display_name":"samuel dundun","profile_url":"https://liverpool.academia.edu/samueldundun?f_ri=4167","photo":"https://0.academia-photos.com/17731081/4953599/5690273/s65_samuel.dundun.jpg"}</script></span></span></li><li class="js-paper-rank-work_12306005 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="12306005"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 12306005, container: ".js-paper-rank-work_12306005", }); });</script></li><li class="js-percentile-work_12306005 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 12306005; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_12306005"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_12306005 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="12306005"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 12306005; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=12306005]").text(description); $(".js-view-count-work_12306005").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_12306005").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="12306005"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">9</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="38" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="6540" href="https://www.academia.edu/Documents/in/Process_Control">Process Control</a>, <script data-card-contents-for-ri="6540" type="text/json">{"id":6540,"name":"Process Control","url":"https://www.academia.edu/Documents/in/Process_Control?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="8884" href="https://www.academia.edu/Documents/in/Internal_Audit">Internal Audit</a><script data-card-contents-for-ri="8884" type="text/json">{"id":8884,"name":"Internal Audit","url":"https://www.academia.edu/Documents/in/Internal_Audit?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=12306005]'), work: {"id":12306005,"title":"Statutory Audit versus Internal Audit; Impact on Corporate Governance, Risk Management and Internal Control.","created_at":"2015-05-09T06:06:22.282-07:00","url":"https://www.academia.edu/12306005/Statutory_Audit_versus_Internal_Audit_Impact_on_Corporate_Governance_Risk_Management_and_Internal_Control?f_ri=4167","dom_id":"work_12306005","summary":"Statutory and internal audit though have differences in object but are both geared towards value enhancement. Internal audit assures the board of directors of the effectiveness and efficiencies of governance, risk management and internal control put in place to achieve overall organization’s objectives while statutory (external) audit assures the shareholders and the public of the financial report of organizations upon which the stakeholders make informed decisions.","downloadable_attachments":[{"id":37587986,"asset_id":12306005,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":17731081,"first_name":"samuel","last_name":"dundun","domain_name":"liverpool","page_name":"samueldundun","display_name":"samuel dundun","profile_url":"https://liverpool.academia.edu/samueldundun?f_ri=4167","photo":"https://0.academia-photos.com/17731081/4953599/5690273/s65_samuel.dundun.jpg"}],"research_interests":[{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=4167","nofollow":false},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":6540,"name":"Process Control","url":"https://www.academia.edu/Documents/in/Process_Control?f_ri=4167","nofollow":false},{"id":8884,"name":"Internal Audit","url":"https://www.academia.edu/Documents/in/Internal_Audit?f_ri=4167","nofollow":false},{"id":9305,"name":"Auditing","url":"https://www.academia.edu/Documents/in/Auditing?f_ri=4167"},{"id":46148,"name":"Financial Reporting","url":"https://www.academia.edu/Documents/in/Financial_Reporting?f_ri=4167"},{"id":55840,"name":"Business Management","url":"https://www.academia.edu/Documents/in/Business_Management?f_ri=4167"},{"id":65873,"name":"External and Internal Auditing","url":"https://www.academia.edu/Documents/in/External_and_Internal_Auditing?f_ri=4167"},{"id":180915,"name":"Internal Controls and Corporate Governance in the Public Sector","url":"https://www.academia.edu/Documents/in/Internal_Controls_and_Corporate_Governance_in_the_Public_Sector?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_28018896" data-work_id="28018896" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/28018896/Rescaling_the_local_Multi_academy_trusts_private_monopoly_and_statecraft_in_England">Rescaling the local: Multi-academy trusts, private monopoly and statecraft in England</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">To cite: Wilkins, A. 2017. Rescaling the local: Multi-academy trusts, private monopoly and statecraft in England. Journal of Educational Administration and History, 49 (2), 171-185 For the past six years successive UK governments in... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_28018896" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">To cite:<br />Wilkins, A. 2017. Rescaling the local: Multi-academy trusts, private monopoly and statecraft in England. Journal of Educational Administration and History, 49 (2), 171-185<br /><br />For the past six years successive UK governments in England have introduced reforms intended to usher in less aggregated, top-down, bureaucratically overloaded models of service delivery as well as secure conditions for greater school autonomy.  Yet the ‘hollowing out’ of local government has not resulted in less bureaucracy on the ground or less regulation from above, nor has it diminished hierarchy as an organising principle of education governance.  In some cases, monopolies and monopolistic practices dominated by powerful bureaucracies and professional groups persist, albeit realised through the involvement of new actors and organisations from business and philanthropy.  In this paper I adopt a governmentality perspective to explore the political significance of large multi-academy trusts (MATs) – private sponsors contracted by central government to run publicly funded schools – to the generation of new scalar hierarchies and accountability infrastructures that assist in bringing the gaze of government to bear upon the actions of schools that are otherwise less visible under local government management.  On this account, it is argued, MATs are integral to statecraft and the invention and assemblage of particular apparatuses for intervening upon specific organisations, spaces and peoples.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/28018896" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="1d1b5e6db497297e48a5599e654360cd" rel="nofollow" data-download="{"attachment_id":103573744,"asset_id":28018896,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/103573744/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="303988" href="https://goldsmiths.academia.edu/AndrewWilkins">Andrew W Wilkins</a><script data-card-contents-for-user="303988" type="text/json">{"id":303988,"first_name":"Andrew","last_name":"Wilkins","domain_name":"goldsmiths","page_name":"AndrewWilkins","display_name":"Andrew W Wilkins","profile_url":"https://goldsmiths.academia.edu/AndrewWilkins?f_ri=4167","photo":"https://0.academia-photos.com/303988/61270/35413933/s65_andrew.wilkins.jpg"}</script></span></span></li><li class="js-paper-rank-work_28018896 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="28018896"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 28018896, container: ".js-paper-rank-work_28018896", }); 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Rescaling the local: Multi-academy trusts, private monopoly and statecraft in England. Journal of Educational Administration and History, 49 (2), 171-185\n\nFor the past six years successive UK governments in England have introduced reforms intended to usher in less aggregated, top-down, bureaucratically overloaded models of service delivery as well as secure conditions for greater school autonomy. Yet the ‘hollowing out’ of local government has not resulted in less bureaucracy on the ground or less regulation from above, nor has it diminished hierarchy as an organising principle of education governance. In some cases, monopolies and monopolistic practices dominated by powerful bureaucracies and professional groups persist, albeit realised through the involvement of new actors and organisations from business and philanthropy. In this paper I adopt a governmentality perspective to explore the political significance of large multi-academy trusts (MATs) – private sponsors contracted by central government to run publicly funded schools – to the generation of new scalar hierarchies and accountability infrastructures that assist in bringing the gaze of government to bear upon the actions of schools that are otherwise less visible under local government management. 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u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="10220" href="https://www.academia.edu/Documents/in/Economic_policy">Economic policy</a>, <script data-card-contents-for-ri="10220" type="text/json">{"id":10220,"name":"Economic policy","url":"https://www.academia.edu/Documents/in/Economic_policy?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="27659" href="https://www.academia.edu/Documents/in/Applied_Economics">Applied Economics</a>, <script data-card-contents-for-ri="27659" type="text/json">{"id":27659,"name":"Applied Economics","url":"https://www.academia.edu/Documents/in/Applied_Economics?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="54501" href="https://www.academia.edu/Documents/in/Complex_System">Complex System</a><script data-card-contents-for-ri="54501" type="text/json">{"id":54501,"name":"Complex System","url":"https://www.academia.edu/Documents/in/Complex_System?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=17880232]'), work: {"id":17880232,"title":"THE FUTURE OF PUBLIC ENTERPRISES: PERSPECTIVES FROM THE CANADIAN 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Economics","url":"https://www.academia.edu/Documents/in/Applied_Economics?f_ri=4167","nofollow":false},{"id":54501,"name":"Complex System","url":"https://www.academia.edu/Documents/in/Complex_System?f_ri=4167","nofollow":false},{"id":83222,"name":"Economic Crisis","url":"https://www.academia.edu/Documents/in/Economic_Crisis?f_ri=4167"},{"id":160336,"name":"Institutional Environment","url":"https://www.academia.edu/Documents/in/Institutional_Environment?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_1180958" data-work_id="1180958" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/1180958/The_Rise_of_Private_Higher_Education_and_New_Forms_of_Corporate_Governance_Emerging_Issues_in_the_Anglosphere_">The Rise of Private Higher Education and New Forms of Corporate Governance – Emerging Issues in the ‘Anglosphere’</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The recent decades have seen rapid growth in the number of private-sector organisations offering higher education in many countries, and in the scale of their operations. This is a global trend, leading to the introduction of new forms of... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_1180958" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The recent decades have seen rapid growth in the number of private-sector organisations offering higher education in many countries, and in the scale of their operations. This is a global trend, leading to the introduction of new forms of governance into higher education, especially in commercial for-profit companies. Whereas traditional universities are unitary corporate entities, for-profit colleges and universities are often part of a corporate group, and an individual college may not have its own governing body at all, but be answerable to other levels within the group.<br /><br />The paper explores the challenges this poses to national and regional quality assurance and accreditation agencies and issues such as: <br />• how do these new corporate structures differ from the familiar traditional ones?<br />• do they provide sufficient oversight of educational quality?<br />• are they compatible with educational quality?<br />• what standards of corporate and academic governance should agencies evaluate them against?<br />• in a group structure, which board should be the governing body of the college?<br />• which board should be held responsible for academic quality, and how can this be identified?</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/1180958" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c065644bee3446619b1c09b81c1802dc" rel="nofollow" data-download="{"attachment_id":7294215,"asset_id":1180958,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/7294215/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1073337" href="https://independentscholar.academia.edu/MichaelTomlinson">Michael A Tomlinson</a><script data-card-contents-for-user="1073337" type="text/json">{"id":1073337,"first_name":"Michael","last_name":"Tomlinson","domain_name":"independentscholar","page_name":"MichaelTomlinson","display_name":"Michael A Tomlinson","profile_url":"https://independentscholar.academia.edu/MichaelTomlinson?f_ri=4167","photo":"https://0.academia-photos.com/1073337/391512/56439869/s65_michael.tomlinson.jpg"}</script></span></span></li><li class="js-paper-rank-work_1180958 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="1180958"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 1180958, container: ".js-paper-rank-work_1180958", }); 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$(".js-view-count[data-work-id=1180958]").text(description); $(".js-view-count-work_1180958").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_1180958").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="1180958"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5167" href="https://www.academia.edu/Documents/in/Governance">Governance</a>, <script data-card-contents-for-ri="5167" type="text/json">{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="24265" href="https://www.academia.edu/Documents/in/Quality_assurance_in_Higher_Education">Quality assurance in Higher Education</a><script data-card-contents-for-ri="24265" type="text/json">{"id":24265,"name":"Quality assurance in Higher Education","url":"https://www.academia.edu/Documents/in/Quality_assurance_in_Higher_Education?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=1180958]'), work: {"id":1180958,"title":"The Rise of Private Higher Education and New Forms of Corporate Governance – Emerging Issues in the ‘Anglosphere’","created_at":"2011-12-26T06:23:38.495-08:00","url":"https://www.academia.edu/1180958/The_Rise_of_Private_Higher_Education_and_New_Forms_of_Corporate_Governance_Emerging_Issues_in_the_Anglosphere_?f_ri=4167","dom_id":"work_1180958","summary":"The recent decades have seen rapid growth in the number of private-sector organisations offering higher education in many countries, and in the scale of their operations. This is a global trend, leading to the introduction of new forms of governance into higher education, especially in commercial for-profit companies. Whereas traditional universities are unitary corporate entities, for-profit colleges and universities are often part of a corporate group, and an individual college may not have its own governing body at all, but be answerable to other levels within the group.\n\nThe paper explores the challenges this poses to national and regional quality assurance and accreditation agencies and issues such as: \n•\thow do these new corporate structures differ from the familiar traditional ones?\n•\tdo they provide sufficient oversight of educational quality?\n•\tare they compatible with educational quality?\n•\twhat standards of corporate and academic governance should agencies evaluate them against?\n•\tin a group structure, which board should be the governing body of the college?\n•\twhich board should be held responsible for academic quality, and how can this be identified?\n","downloadable_attachments":[{"id":7294215,"asset_id":1180958,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1073337,"first_name":"Michael","last_name":"Tomlinson","domain_name":"independentscholar","page_name":"MichaelTomlinson","display_name":"Michael A Tomlinson","profile_url":"https://independentscholar.academia.edu/MichaelTomlinson?f_ri=4167","photo":"https://0.academia-photos.com/1073337/391512/56439869/s65_michael.tomlinson.jpg"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=4167","nofollow":false},{"id":24265,"name":"Quality assurance in Higher Education","url":"https://www.academia.edu/Documents/in/Quality_assurance_in_Higher_Education?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_24471905" data-work_id="24471905" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/24471905/The_Global_History_of_Corporate_Governance_An_Introduction">The Global History of Corporate Governance: An Introduction</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/24471905" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div 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}); });</script></span><script>$(function() { $(".js-view-count-work_24471905").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="24471905"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="9945" href="https://www.academia.edu/Documents/in/Financial_development">Financial development</a>, <script data-card-contents-for-ri="9945" type="text/json">{"id":9945,"name":"Financial development","url":"https://www.academia.edu/Documents/in/Financial_development?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="39898" href="https://www.academia.edu/Documents/in/Path_Dependence">Path Dependence</a>, <script data-card-contents-for-ri="39898" type="text/json">{"id":39898,"name":"Path Dependence","url":"https://www.academia.edu/Documents/in/Path_Dependence?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="40867" href="https://www.academia.edu/Documents/in/United_Kingdom">United Kingdom</a><script data-card-contents-for-ri="40867" type="text/json">{"id":40867,"name":"United Kingdom","url":"https://www.academia.edu/Documents/in/United_Kingdom?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=24471905]'), work: {"id":24471905,"title":"The Global History of Corporate Governance: An Introduction","created_at":"2016-04-16T14:36:43.085-07:00","url":"https://www.academia.edu/24471905/The_Global_History_of_Corporate_Governance_An_Introduction?f_ri=4167","dom_id":"work_24471905","summary":null,"downloadable_attachments":[{"id":44803253,"asset_id":24471905,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":47164695,"first_name":"Randall","last_name":"Morck","domain_name":"ualberta","page_name":"RandallMorck","display_name":"Randall Morck","profile_url":"https://ualberta.academia.edu/RandallMorck?f_ri=4167","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":9945,"name":"Financial development","url":"https://www.academia.edu/Documents/in/Financial_development?f_ri=4167","nofollow":false},{"id":39898,"name":"Path Dependence","url":"https://www.academia.edu/Documents/in/Path_Dependence?f_ri=4167","nofollow":false},{"id":40867,"name":"United Kingdom","url":"https://www.academia.edu/Documents/in/United_Kingdom?f_ri=4167","nofollow":false},{"id":70854,"name":"Developing Country","url":"https://www.academia.edu/Documents/in/Developing_Country?f_ri=4167"},{"id":98134,"name":"United States","url":"https://www.academia.edu/Documents/in/United_States?f_ri=4167"},{"id":170002,"name":"Business group","url":"https://www.academia.edu/Documents/in/Business_group?f_ri=4167"},{"id":309843,"name":"Legal system","url":"https://www.academia.edu/Documents/in/Legal_system?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_44049637 coauthored" data-work_id="44049637" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/44049637/Risk_management_and_corporate_governance_failures_in_Islamic_banks_a_case_study_Mehmet_Asutay">Risk management and corporate governance failures in Islamic banks: a case study Mehmet Asutay</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Purpose-The purpose of this paper is to show how the choice and ongoing evaluation of a firm's business model, as a matter of strategic guidance, are key aspects of corporate governance (CG), with particular reference to risk management... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_44049637" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Purpose-The purpose of this paper is to show how the choice and ongoing evaluation of a firm's business model, as a matter of strategic guidance, are key aspects of corporate governance (CG), with particular reference to risk management (RM) in Islamic banks. Design/methodology/approach-This research uses a case study approach, with a single case, which was chosen as it fits very well the purpose of this research. The data collection was based largely on documentary evidence. Company data were collected from company annual reports, press releases and legitimate web sites. The ORBIS Bank Focus database was also used to produce a comparative financial analysis. Findings-The study findings illustrate how an apparently successful business model may fail due to an inherent instability that could have been identified through the application of careful risk analysis (including stress testing) in the choice and ongoing evaluation of the business model, which robust CG and strategic guidance require. In particular, Arcapita's problems illustrate the dangers to Islamic financial institutions (IFI) from business models that involve undue exposure to liquidity risk. Practical implications-The issues raised in the paper are important in that Islamic banking and finance is an integral part of the global banking and finance industry. Investors and regulators are now requesting corporate management to provide improved service to shareholders and other stakeholders alike. IFI rely on the confidence of investors and market participants, just like conventional institutions and when this confidence erodes, it may prove difficult to regain. Social implications-The global credit crisis of 2008 caused significant difficulties to firms, especially financial institutions, even with substantial government intervention in the economy, which raised some issues of CG and ethics. Originality/value-This paper extends the knowledge of the potential effects of weaknesses in CG and RM, with specific reference to strategic guidance in the choice and ongoing evaluation of a firm's business model, especially in relation to the Islamic banking sector. It also provides a telling illustration of the need for the enhancements of the Basel Committee's prudential requirements set out in the various Basel III documents.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/44049637" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="cc17e3c0e5795fb7b89da8b3badd84ad" rel="nofollow" data-download="{"attachment_id":64390764,"asset_id":44049637,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/64390764/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="90013688" href="https://arabou.academia.edu/SalahAlhammadi">Salah Alhammadi</a><script data-card-contents-for-user="90013688" type="text/json">{"id":90013688,"first_name":"Salah","last_name":"Alhammadi","domain_name":"arabou","page_name":"SalahAlhammadi","display_name":"Salah Alhammadi","profile_url":"https://arabou.academia.edu/SalahAlhammadi?f_ri=4167","photo":"https://0.academia-photos.com/90013688/20405527/51967959/s65_salah.alhammadi.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-44049637">+1</span><div class="hidden js-additional-users-44049637"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://durham.academia.edu/MehmetAsutay">Mehmet Asutay</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-44049637'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-44049637').html(); 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Design/methodology/approach-This research uses a case study approach, with a single case, which was chosen as it fits very well the purpose of this research. The data collection was based largely on documentary evidence. Company data were collected from company annual reports, press releases and legitimate web sites. The ORBIS Bank Focus database was also used to produce a comparative financial analysis. Findings-The study findings illustrate how an apparently successful business model may fail due to an inherent instability that could have been identified through the application of careful risk analysis (including stress testing) in the choice and ongoing evaluation of the business model, which robust CG and strategic guidance require. In particular, Arcapita's problems illustrate the dangers to Islamic financial institutions (IFI) from business models that involve undue exposure to liquidity risk. Practical implications-The issues raised in the paper are important in that Islamic banking and finance is an integral part of the global banking and finance industry. Investors and regulators are now requesting corporate management to provide improved service to shareholders and other stakeholders alike. IFI rely on the confidence of investors and market participants, just like conventional institutions and when this confidence erodes, it may prove difficult to regain. Social implications-The global credit crisis of 2008 caused significant difficulties to firms, especially financial institutions, even with substantial government intervention in the economy, which raised some issues of CG and ethics. Originality/value-This paper extends the knowledge of the potential effects of weaknesses in CG and RM, with specific reference to strategic guidance in the choice and ongoing evaluation of a firm's business model, especially in relation to the Islamic banking sector. It also provides a telling illustration of the need for the enhancements of the Basel Committee's prudential requirements set out in the various Basel III documents.","downloadable_attachments":[{"id":64390764,"asset_id":44049637,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":90013688,"first_name":"Salah","last_name":"Alhammadi","domain_name":"arabou","page_name":"SalahAlhammadi","display_name":"Salah Alhammadi","profile_url":"https://arabou.academia.edu/SalahAlhammadi?f_ri=4167","photo":"https://0.academia-photos.com/90013688/20405527/51967959/s65_salah.alhammadi.jpg"},{"id":134419,"first_name":"Mehmet","last_name":"Asutay","domain_name":"durham","page_name":"MehmetAsutay","display_name":"Mehmet Asutay","profile_url":"https://durham.academia.edu/MehmetAsutay?f_ri=4167","photo":"https://0.academia-photos.com/134419/5927635/32134202/s65_mehmet.asutay.jpg"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":25329,"name":"Islamic Economics and Finance","url":"https://www.academia.edu/Documents/in/Islamic_Economics_and_Finance?f_ri=4167","nofollow":false},{"id":36222,"name":"Stock Markets","url":"https://www.academia.edu/Documents/in/Stock_Markets?f_ri=4167","nofollow":false},{"id":228741,"name":"Islamic banks","url":"https://www.academia.edu/Documents/in/Islamic_banks?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_34518730" data-work_id="34518730" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/34518730/A_Fuzzy_Multicriteria_Approach_for_IT_Governance_Evaluation">A Fuzzy Multicriteria Approach for IT Governance Evaluation</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This work seeks to provide a new multi-criteria approach to assess IT Governance (ITG) in the area of Strategic Alignment. The complete methodological development process is described. The evaluation model uses Fuzzy Analytic Hierarchy... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_34518730" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This work seeks to provide a new multi-criteria approach to assess IT Governance (ITG) in the area of Strategic Alignment. The complete methodological development process is described. The evaluation model uses Fuzzy Analytic Hierarchy Process (FAHP) and it is targeted to IT processes, more specifically to the COBIT© IT maturity levels, domains and processes, thus providing a differentiated analysis of importance for each item. Its relevance is related to addressing isolated and individual evaluation criteria that are normally practiced in audits of processes. The model allows generating information that extends the guarantees of compliance and corporate governance from different organizations. This research demonstrates that the combined use of multi-criteria decision methodologies and soft computing proves to be particularly suitable for Strategic Alignment such as the focal area of COBIT. The model was applied in a big retail Brazilian company.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/34518730" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="d51e26fab11d36a6cbc9769b827c64c8" rel="nofollow" data-download="{"attachment_id":54383951,"asset_id":34518730,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/54383951/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="68054443" href="https://independent.academia.edu/AngelCobo">Angel Cobo</a><script data-card-contents-for-user="68054443" type="text/json">{"id":68054443,"first_name":"Angel","last_name":"Cobo","domain_name":"independent","page_name":"AngelCobo","display_name":"Angel Cobo","profile_url":"https://independent.academia.edu/AngelCobo?f_ri=4167","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_34518730 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="34518730"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 34518730, container: ".js-paper-rank-work_34518730", }); 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$(".js-view-count[data-work-id=34518730]").text(description); $(".js-view-count-work_34518730").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_34518730").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="34518730"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="37" href="https://www.academia.edu/Documents/in/Information_Systems">Information Systems</a>, <script data-card-contents-for-ri="37" type="text/json">{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a>, <script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="97936" href="https://www.academia.edu/Documents/in/Strategic_Alignment">Strategic Alignment</a><script data-card-contents-for-ri="97936" type="text/json">{"id":97936,"name":"Strategic Alignment","url":"https://www.academia.edu/Documents/in/Strategic_Alignment?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=34518730]'), work: {"id":34518730,"title":"A Fuzzy Multicriteria Approach for IT Governance Evaluation","created_at":"2017-09-08T23:59:26.422-07:00","url":"https://www.academia.edu/34518730/A_Fuzzy_Multicriteria_Approach_for_IT_Governance_Evaluation?f_ri=4167","dom_id":"work_34518730","summary":"This work seeks to provide a new multi-criteria approach to assess IT Governance (ITG) in the area of Strategic Alignment. The complete methodological development process is described. The evaluation model uses Fuzzy Analytic Hierarchy Process (FAHP) and it is targeted to IT processes, more specifically to the COBIT© IT maturity levels, domains and processes, thus providing a differentiated analysis of importance for each item. Its relevance is related to addressing isolated and individual evaluation criteria that are normally practiced in audits of processes. The model allows generating information that extends the guarantees of compliance and corporate governance from different organizations. This research demonstrates that the combined use of multi-criteria decision methodologies and soft computing proves to be particularly suitable for Strategic Alignment such as the focal area of COBIT. The model was applied in a big retail Brazilian company.","downloadable_attachments":[{"id":54383951,"asset_id":34518730,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":68054443,"first_name":"Angel","last_name":"Cobo","domain_name":"independent","page_name":"AngelCobo","display_name":"Angel Cobo","profile_url":"https://independent.academia.edu/AngelCobo?f_ri=4167","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=4167","nofollow":false},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=4167","nofollow":false},{"id":97936,"name":"Strategic Alignment","url":"https://www.academia.edu/Documents/in/Strategic_Alignment?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_24362351" data-work_id="24362351" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/24362351/The_Promise_and_Peril_of_Corporate_Governance_Indices">The Promise and Peril of Corporate Governance Indices</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/24362351" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="36f1051bcfc7fe5b5f9ee5bb85778386" rel="nofollow" data-download="{"attachment_id":44693839,"asset_id":24362351,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/44693839/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="46965169" href="https://independent.academia.edu/SanjaiBhagat">Sanjai Bhagat</a><script data-card-contents-for-user="46965169" type="text/json">{"id":46965169,"first_name":"Sanjai","last_name":"Bhagat","domain_name":"independent","page_name":"SanjaiBhagat","display_name":"Sanjai Bhagat","profile_url":"https://independent.academia.edu/SanjaiBhagat?f_ri=4167","photo":"https://0.academia-photos.com/46965169/18816197/18776116/s65_sanjai.bhagat.jpg"}</script></span></span></li><li class="js-paper-rank-work_24362351 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="24362351"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 24362351, container: ".js-paper-rank-work_24362351", }); });</script></li><li class="js-percentile-work_24362351 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 24362351; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_24362351"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_24362351 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="24362351"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 24362351; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=24362351]").text(description); $(".js-view-count-work_24362351").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_24362351").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="24362351"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="29156" href="https://www.academia.edu/Documents/in/Stock_Market">Stock Market</a>, <script data-card-contents-for-ri="29156" type="text/json">{"id":29156,"name":"Stock Market","url":"https://www.academia.edu/Documents/in/Stock_Market?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="59704" href="https://www.academia.edu/Documents/in/Institutional_Investors">Institutional Investors</a>, <script data-card-contents-for-ri="59704" type="text/json">{"id":59704,"name":"Institutional Investors","url":"https://www.academia.edu/Documents/in/Institutional_Investors?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="109037" href="https://www.academia.edu/Documents/in/Corporate_Performance">Corporate Performance</a><script data-card-contents-for-ri="109037" type="text/json">{"id":109037,"name":"Corporate Performance","url":"https://www.academia.edu/Documents/in/Corporate_Performance?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=24362351]'), work: {"id":24362351,"title":"The Promise and Peril of Corporate Governance Indices","created_at":"2016-04-13T05:07:04.052-07:00","url":"https://www.academia.edu/24362351/The_Promise_and_Peril_of_Corporate_Governance_Indices?f_ri=4167","dom_id":"work_24362351","summary":null,"downloadable_attachments":[{"id":44693839,"asset_id":24362351,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":46965169,"first_name":"Sanjai","last_name":"Bhagat","domain_name":"independent","page_name":"SanjaiBhagat","display_name":"Sanjai Bhagat","profile_url":"https://independent.academia.edu/SanjaiBhagat?f_ri=4167","photo":"https://0.academia-photos.com/46965169/18816197/18776116/s65_sanjai.bhagat.jpg"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":29156,"name":"Stock Market","url":"https://www.academia.edu/Documents/in/Stock_Market?f_ri=4167","nofollow":false},{"id":59704,"name":"Institutional Investors","url":"https://www.academia.edu/Documents/in/Institutional_Investors?f_ri=4167","nofollow":false},{"id":109037,"name":"Corporate Performance","url":"https://www.academia.edu/Documents/in/Corporate_Performance?f_ri=4167","nofollow":false},{"id":749302,"name":"Indexation","url":"https://www.academia.edu/Documents/in/Indexation?f_ri=4167"},{"id":764415,"name":"Investment Decision","url":"https://www.academia.edu/Documents/in/Investment_Decision?f_ri=4167"},{"id":1723635,"name":"Public Policy","url":"https://www.academia.edu/Documents/in/Public_Policy?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_37125741" data-work_id="37125741" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/37125741/Culture_Risk_Why_We_Need_Independent_Evaluation_and_Audit">Culture Risk: Why We Need Independent Evaluation and Audit</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">Stay ahead of the game: do not wait to be told to implement a risk-savvy culture by a regulator or governing body. Combined with a healthy culture, good risk documentation can save time, money and energy. But how can this be implemented?</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/37125741" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6bba7845387566a76e3a98fdd5b9e262" rel="nofollow" data-download="{"attachment_id":57077434,"asset_id":37125741,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/57077434/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="87093477" href="https://independent.academia.edu/RiskSmartInc">Risk Ink</a><script data-card-contents-for-user="87093477" type="text/json">{"id":87093477,"first_name":"Risk","last_name":"Ink","domain_name":"independent","page_name":"RiskSmartInc","display_name":"Risk Ink","profile_url":"https://independent.academia.edu/RiskSmartInc?f_ri=4167","photo":"https://0.academia-photos.com/87093477/20074213/59100680/s65_risk.ink.jpg"}</script></span></span></li><li class="js-paper-rank-work_37125741 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="37125741"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 37125741, container: ".js-paper-rank-work_37125741", }); });</script></li><li class="js-percentile-work_37125741 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 37125741; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_37125741"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_37125741 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="37125741"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 37125741; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=37125741]").text(description); $(".js-view-count-work_37125741").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_37125741").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="37125741"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">11</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="2436" href="https://www.academia.edu/Documents/in/Operations_Management">Operations Management</a>, <script data-card-contents-for-ri="2436" type="text/json">{"id":2436,"name":"Operations Management","url":"https://www.academia.edu/Documents/in/Operations_Management?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="7125" href="https://www.academia.edu/Documents/in/Culture">Culture</a>, <script data-card-contents-for-ri="7125" type="text/json">{"id":7125,"name":"Culture","url":"https://www.academia.edu/Documents/in/Culture?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="8844" href="https://www.academia.edu/Documents/in/Financial_Risk_Management">Financial Risk Management</a><script data-card-contents-for-ri="8844" type="text/json">{"id":8844,"name":"Financial Risk Management","url":"https://www.academia.edu/Documents/in/Financial_Risk_Management?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=37125741]'), work: {"id":37125741,"title":"Culture Risk: Why We Need Independent Evaluation and Audit","created_at":"2018-07-26T06:29:41.121-07:00","url":"https://www.academia.edu/37125741/Culture_Risk_Why_We_Need_Independent_Evaluation_and_Audit?f_ri=4167","dom_id":"work_37125741","summary":"Stay ahead of the game: do not wait to be told to implement a risk-savvy culture by a regulator or governing body. Combined with a healthy culture, good risk documentation can save time, money and energy. But how can this be implemented?","downloadable_attachments":[{"id":57077434,"asset_id":37125741,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":87093477,"first_name":"Risk","last_name":"Ink","domain_name":"independent","page_name":"RiskSmartInc","display_name":"Risk Ink","profile_url":"https://independent.academia.edu/RiskSmartInc?f_ri=4167","photo":"https://0.academia-photos.com/87093477/20074213/59100680/s65_risk.ink.jpg"}],"research_interests":[{"id":2436,"name":"Operations Management","url":"https://www.academia.edu/Documents/in/Operations_Management?f_ri=4167","nofollow":false},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":7125,"name":"Culture","url":"https://www.academia.edu/Documents/in/Culture?f_ri=4167","nofollow":false},{"id":8844,"name":"Financial Risk Management","url":"https://www.academia.edu/Documents/in/Financial_Risk_Management?f_ri=4167","nofollow":false},{"id":12061,"name":"Risk Management","url":"https://www.academia.edu/Documents/in/Risk_Management?f_ri=4167"},{"id":16664,"name":"Risk assessment","url":"https://www.academia.edu/Documents/in/Risk_assessment?f_ri=4167"},{"id":24415,"name":"Operational risk management and service marketing in the banking industry","url":"https://www.academia.edu/Documents/in/Operational_risk_management_and_service_marketing_in_the_banking_industry?f_ri=4167"},{"id":27404,"name":"Risk Assessment \u0026 Risk Management","url":"https://www.academia.edu/Documents/in/Risk_Assessment_and_Risk_Management?f_ri=4167"},{"id":181192,"name":"Enterprise Risk Management, Operations Risk Management, Financial Risk Management","url":"https://www.academia.edu/Documents/in/Enterprise_Risk_Management_Operations_Risk_Management_Financial_Risk_Management?f_ri=4167"},{"id":189762,"name":"Credit Risk in Banking","url":"https://www.academia.edu/Documents/in/Credit_Risk_in_Banking?f_ri=4167"},{"id":264026,"name":"Credit Risk Management","url":"https://www.academia.edu/Documents/in/Credit_Risk_Management?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_30336870 coauthored" data-work_id="30336870" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/30336870/A_Comparative_Analysis_of_Corporate_Governance_Disclosure_in_South_African_and_Nigerian_Banks">A Comparative Analysis of Corporate Governance Disclosure in South African and Nigerian Banks</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This research examines corporate governance disclosure in Nigerian and South African Banks using the un-weighted disclosure index technique. This research provides a cross sectional examination of corporate governance disclosure practices... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_30336870" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This research examines corporate governance disclosure in Nigerian and South African Banks using the un-weighted disclosure index technique. This research provides a cross sectional examination of corporate governance disclosure practices in the annual reports of 10 listed banks in Nigeria and South Africa for the year 2013. The results suggest that Nigerian and South African banks have a high level corporate governance disclosure. However, Nigeria and South African banks have low levels of voluntary corporate governance disclosure. Furthermore, in reporting of<br />voluntary corporate governance disclosure, Nigerian banks appear to be collating information with no link to the overall business strategy of the organization while the South African banks have a more robust approach to voluntary corporate governance disclosure as they apply international guidelines such as the global reporting initiative in reporting voluntary corporate governance disclosure.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/30336870" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="0b7bbc1dd335698af043b4a7baf482d2" rel="nofollow" data-download="{"attachment_id":51158767,"asset_id":30336870,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/51158767/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="30702284" href="https://independent.academia.edu/AraniIsukul">Arani Isukul</a><script data-card-contents-for-user="30702284" type="text/json">{"id":30702284,"first_name":"Arani","last_name":"Isukul","domain_name":"independent","page_name":"AraniIsukul","display_name":"Arani Isukul","profile_url":"https://independent.academia.edu/AraniIsukul?f_ri=4167","photo":"https://0.academia-photos.com/30702284/8946168/9983247/s65_arani.isukul.jpg_oh_addccc824f4164d23ff7427b545e35f6_oe_55c3cc35___gda___1440148879_a1029f8f8a1c8acd3296564bcffe542c"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-30336870">+1</span><div class="hidden js-additional-users-30336870"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://bazeuniversity.academia.edu/JohnChizea">John Chizea</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-30336870'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-30336870').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_30336870 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="30336870"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 30336870, container: ".js-paper-rank-work_30336870", }); });</script></li><li class="js-percentile-work_30336870 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 30336870; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_30336870"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_30336870 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="30336870"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 30336870; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=30336870]").text(description); $(".js-view-count-work_30336870").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_30336870").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="30336870"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a><script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=30336870]'), work: {"id":30336870,"title":"A Comparative Analysis of Corporate Governance Disclosure in South African and Nigerian Banks","created_at":"2016-12-08T13:34:23.677-08:00","url":"https://www.academia.edu/30336870/A_Comparative_Analysis_of_Corporate_Governance_Disclosure_in_South_African_and_Nigerian_Banks?f_ri=4167","dom_id":"work_30336870","summary":"This research examines corporate governance disclosure in Nigerian and South African Banks using the un-weighted disclosure index technique. This research provides a cross sectional examination of corporate governance disclosure practices in the annual reports of 10 listed banks in Nigeria and South Africa for the year 2013. The results suggest that Nigerian and South African banks have a high level corporate governance disclosure. However, Nigeria and South African banks have low levels of voluntary corporate governance disclosure. Furthermore, in reporting of\nvoluntary corporate governance disclosure, Nigerian banks appear to be collating information with no link to the overall business strategy of the organization while the South African banks have a more robust approach to voluntary corporate governance disclosure as they apply international guidelines such as the global reporting initiative in reporting voluntary corporate governance disclosure.","downloadable_attachments":[{"id":51158767,"asset_id":30336870,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":30702284,"first_name":"Arani","last_name":"Isukul","domain_name":"independent","page_name":"AraniIsukul","display_name":"Arani Isukul","profile_url":"https://independent.academia.edu/AraniIsukul?f_ri=4167","photo":"https://0.academia-photos.com/30702284/8946168/9983247/s65_arani.isukul.jpg_oh_addccc824f4164d23ff7427b545e35f6_oe_55c3cc35___gda___1440148879_a1029f8f8a1c8acd3296564bcffe542c"},{"id":30952470,"first_name":"John","last_name":"Chizea","domain_name":"bazeuniversity","page_name":"JohnChizea","display_name":"John Chizea","profile_url":"https://bazeuniversity.academia.edu/JohnChizea?f_ri=4167","photo":"https://0.academia-photos.com/30952470/149599497/139170960/s65_john.chizea.jpeg"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_37758545" data-work_id="37758545" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/37758545/CORPORATE_GOVERNANCE_AND_DIVIDEND_PAYOUT_POLICY_MEDIATING_ROLE_OF_LEVERAGE">CORPORATE GOVERNANCE AND DIVIDEND PAYOUT POLICY: MEDIATING ROLE OF LEVERAGE</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This study seeks to explore the relationship between corporate governance and dividend payout policywith the mediating role of leverage.Relationship between corporate governance and dividend payout already established but mediating role... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_37758545" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This study seeks to explore the relationship between corporate governance and dividend payout policywith the mediating role of leverage.Relationship between corporate governance and dividend payout already established but mediating role of leverage is checked for the first time. Better corporate governance may impact the capital structure due to reduced agency problem and hence the firms change the dividend payout policy. CEO duality, audit committee, number of meetings, independent directors and board size are taken as indicators of corporate governance. The study uses the secondary data of Pakistan Stock Exchange 100 index listed companies from 2011 to 211. Total 327 firm-year observations are included in the study. AMOS is used to apply Structural Equation Modeling for the confirmation of mediation process. The empirical results show that leverage plays mediating role between corporate governance and dividend payout policy when CEO is not holding the office of ChairmanBoD and there is existence of audit committee. Board size is significantly and positively related with leverage and the leverage is significantly and negatively related with dividend payout ratio.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/37758545" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="5227e1bd881f5663cc9517b9ec9725f1" rel="nofollow" data-download="{"attachment_id":57754202,"asset_id":37758545,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/57754202/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3863855" href="https://bzu.academia.edu/SaifQureshi">Saif Qureshi</a><script data-card-contents-for-user="3863855" type="text/json">{"id":3863855,"first_name":"Saif","last_name":"Qureshi","domain_name":"bzu","page_name":"SaifQureshi","display_name":"Saif Qureshi","profile_url":"https://bzu.academia.edu/SaifQureshi?f_ri=4167","photo":"https://0.academia-photos.com/3863855/1421579/1743842/s65_saif.qureshi.jpg"}</script></span></span></li><li class="js-paper-rank-work_37758545 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="37758545"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 37758545, container: ".js-paper-rank-work_37758545", }); 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$(".js-view-count[data-work-id=37758545]").text(description); $(".js-view-count-work_37758545").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_37758545").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="37758545"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4171" href="https://www.academia.edu/Documents/in/Agency_Problem_Corporate_Governance_">Agency Problem (Corporate Governance)</a>, <script data-card-contents-for-ri="4171" type="text/json">{"id":4171,"name":"Agency Problem (Corporate Governance)","url":"https://www.academia.edu/Documents/in/Agency_Problem_Corporate_Governance_?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="7361" href="https://www.academia.edu/Documents/in/Pakistan">Pakistan</a>, <script data-card-contents-for-ri="7361" type="text/json">{"id":7361,"name":"Pakistan","url":"https://www.academia.edu/Documents/in/Pakistan?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="28013" href="https://www.academia.edu/Documents/in/Capital_Structure">Capital Structure</a><script data-card-contents-for-ri="28013" type="text/json">{"id":28013,"name":"Capital Structure","url":"https://www.academia.edu/Documents/in/Capital_Structure?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=37758545]'), work: {"id":37758545,"title":"CORPORATE GOVERNANCE AND DIVIDEND PAYOUT POLICY: MEDIATING ROLE OF LEVERAGE","created_at":"2018-11-12T21:18:43.522-08:00","url":"https://www.academia.edu/37758545/CORPORATE_GOVERNANCE_AND_DIVIDEND_PAYOUT_POLICY_MEDIATING_ROLE_OF_LEVERAGE?f_ri=4167","dom_id":"work_37758545","summary":"This study seeks to explore the relationship between corporate governance and dividend payout policywith the mediating role of leverage.Relationship between corporate governance and dividend payout already established but mediating role of leverage is checked for the first time. Better corporate governance may impact the capital structure due to reduced agency problem and hence the firms change the dividend payout policy. CEO duality, audit committee, number of meetings, independent directors and board size are taken as indicators of corporate governance. The study uses the secondary data of Pakistan Stock Exchange 100 index listed companies from 2011 to 211. Total 327 firm-year observations are included in the study. AMOS is used to apply Structural Equation Modeling for the confirmation of mediation process. The empirical results show that leverage plays mediating role between corporate governance and dividend payout policy when CEO is not holding the office of ChairmanBoD and there is existence of audit committee. Board size is significantly and positively related with leverage and the leverage is significantly and negatively related with dividend payout ratio.","downloadable_attachments":[{"id":57754202,"asset_id":37758545,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":3863855,"first_name":"Saif","last_name":"Qureshi","domain_name":"bzu","page_name":"SaifQureshi","display_name":"Saif Qureshi","profile_url":"https://bzu.academia.edu/SaifQureshi?f_ri=4167","photo":"https://0.academia-photos.com/3863855/1421579/1743842/s65_saif.qureshi.jpg"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":4171,"name":"Agency Problem (Corporate Governance)","url":"https://www.academia.edu/Documents/in/Agency_Problem_Corporate_Governance_?f_ri=4167","nofollow":false},{"id":7361,"name":"Pakistan","url":"https://www.academia.edu/Documents/in/Pakistan?f_ri=4167","nofollow":false},{"id":28013,"name":"Capital Structure","url":"https://www.academia.edu/Documents/in/Capital_Structure?f_ri=4167","nofollow":false},{"id":82626,"name":"Structural Equation Modelling","url":"https://www.academia.edu/Documents/in/Structural_Equation_Modelling?f_ri=4167"},{"id":167116,"name":"Leverage","url":"https://www.academia.edu/Documents/in/Leverage?f_ri=4167"},{"id":187181,"name":"Secondary Data Analysis","url":"https://www.academia.edu/Documents/in/Secondary_Data_Analysis?f_ri=4167"},{"id":1626423,"name":"Divident Payout","url":"https://www.academia.edu/Documents/in/Divident_Payout?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_15610140" data-work_id="15610140" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/15610140/LENOVOS_CORPORATE_GOVERNANCE">LENOVO'S CORPORATE GOVERNANCE</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/15610140" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="85a5f130ca760f37d3f9fc29ae44d8ea" rel="nofollow" data-download="{"attachment_id":38738814,"asset_id":15610140,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/38738814/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="27796460" href="https://independent.academia.edu/DennisSang2">Dennis Sang</a><script data-card-contents-for-user="27796460" type="text/json">{"id":27796460,"first_name":"Dennis","last_name":"Sang","domain_name":"independent","page_name":"DennisSang2","display_name":"Dennis Sang","profile_url":"https://independent.academia.edu/DennisSang2?f_ri=4167","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_15610140 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="15610140"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 15610140, container: ".js-paper-rank-work_15610140", }); 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Sreekumar, Ph.D.</a><script data-card-contents-for-user="6246306" type="text/json">{"id":6246306,"first_name":"G. Sreekumar,","last_name":"Ph.D.","domain_name":"iitm","page_name":"gsreekumar","display_name":"G. Sreekumar, Ph.D.","profile_url":"https://iitm.academia.edu/gsreekumar?f_ri=4167","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-4826995">+1</span><div class="hidden js-additional-users-4826995"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://iitm.academia.edu/LPrakashSai">L. 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Prakash Sai","profile_url":"https://iitm.academia.edu/LPrakashSai?f_ri=4167","photo":"https://0.academia-photos.com/29515360/8462089/9457866/s65_l._prakash.sai.jpg"}],"research_interests":[{"id":1694,"name":"Regulatory Compliance","url":"https://www.academia.edu/Documents/in/Regulatory_Compliance?f_ri=4167","nofollow":false},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":8139,"name":"Compliance","url":"https://www.academia.edu/Documents/in/Compliance?f_ri=4167","nofollow":false},{"id":9353,"name":"Money Laundering","url":"https://www.academia.edu/Documents/in/Money_Laundering?f_ri=4167","nofollow":false},{"id":11035,"name":"Regulation","url":"https://www.academia.edu/Documents/in/Regulation?f_ri=4167"},{"id":15181,"name":"Anti-money laundering","url":"https://www.academia.edu/Documents/in/Anti-money_laundering?f_ri=4167"},{"id":45591,"name":"Financial 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Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a><script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=5881236]'), work: {"id":5881236,"title":"Corporate governance reporting practices: an exploratory case study of 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class="clearfix u-pv7x u-mb0x js-work-card work_24323174" data-work_id="24323174" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/24323174/The_Story_of_Allis_Chalmers_Caremark_and_Stone_Directors_Evolving_Duty_to_Monitor">The Story of Allis-Chalmers, Caremark, and Stone: Directors' Evolving Duty to Monitor</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/24323174" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="b4e34abd2a5ad5076a203b1eb791788a" rel="nofollow" data-download="{"attachment_id":44659793,"asset_id":24323174,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/44659793/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="46479343" href="https://independent.academia.edu/JenniferArlen">Jennifer Arlen</a><script data-card-contents-for-user="46479343" type="text/json">{"id":46479343,"first_name":"Jennifer","last_name":"Arlen","domain_name":"independent","page_name":"JenniferArlen","display_name":"Jennifer Arlen","profile_url":"https://independent.academia.edu/JenniferArlen?f_ri=4167","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_24323174 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="24323174"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 24323174, container: ".js-paper-rank-work_24323174", }); });</script></li><li class="js-percentile-work_24323174 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x 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}); });</script></span><script>$(function() { $(".js-view-count-work_24323174").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="24323174"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="311931" href="https://www.academia.edu/Documents/in/STOCK_EXCHANGE">STOCK EXCHANGE</a>, <script data-card-contents-for-ri="311931" type="text/json">{"id":311931,"name":"STOCK EXCHANGE","url":"https://www.academia.edu/Documents/in/STOCK_EXCHANGE?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="679783" href="https://www.academia.edu/Documents/in/Boolean_Satisfiability">Boolean Satisfiability</a><script data-card-contents-for-ri="679783" type="text/json">{"id":679783,"name":"Boolean Satisfiability","url":"https://www.academia.edu/Documents/in/Boolean_Satisfiability?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=24323174]'), work: {"id":24323174,"title":"The Story of Allis-Chalmers, Caremark, and Stone: Directors' Evolving Duty to Monitor","created_at":"2016-04-12T07:15:56.789-07:00","url":"https://www.academia.edu/24323174/The_Story_of_Allis_Chalmers_Caremark_and_Stone_Directors_Evolving_Duty_to_Monitor?f_ri=4167","dom_id":"work_24323174","summary":null,"downloadable_attachments":[{"id":44659793,"asset_id":24323174,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":46479343,"first_name":"Jennifer","last_name":"Arlen","domain_name":"independent","page_name":"JenniferArlen","display_name":"Jennifer Arlen","profile_url":"https://independent.academia.edu/JenniferArlen?f_ri=4167","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":311931,"name":"STOCK EXCHANGE","url":"https://www.academia.edu/Documents/in/STOCK_EXCHANGE?f_ri=4167","nofollow":false},{"id":679783,"name":"Boolean Satisfiability","url":"https://www.academia.edu/Documents/in/Boolean_Satisfiability?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_27841924" data-work_id="27841924" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/27841924/Empirical_Evidence_on_Corporate_Governance_Impact_on_CSR_Disclosure_in_Developing_Economies_The_Tunisian_and_Egyptian_Contexts">Empirical Evidence on Corporate Governance Impact on CSR Disclosure in Developing Economies: The Tunisian and Egyptian Contexts</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This chapter investigates the influence of the board composition and leadership on Corporate Social Responsibility (CSR) disclosure. The empirical study of 68 Tunisian listed companies and 100 Egyptian listed companies reveals that board... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_27841924" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This chapter investigates the influence of the board composition and leadership on Corporate Social Responsibility (CSR) disclosure. The empirical study of 68 Tunisian listed companies and 100 Egyptian listed companies reveals that board independence, foreign directorship, female directorship and state directorship, influence positively CSR disclosure. However, these findings indicate that CEO duality has a negative impact on CSR disclosure. Overall, the findings are consistent with the agency theory as well as the stakeholders theory and suggest that CSR disclosure seems to result from the willingness to meet shareholders' expectations in terms of transparency and voluntary disclosure of non-financial information.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/27841924" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6c37d336b254e694e3632b394c76fd42" rel="nofollow" data-download="{"attachment_id":53432829,"asset_id":27841924,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/53432829/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="22284302" href="https://insat.academia.edu/WajdiBenRejeb">Wajdi Ben Rejeb</a><script data-card-contents-for-user="22284302" type="text/json">{"id":22284302,"first_name":"Wajdi","last_name":"Ben Rejeb","domain_name":"insat","page_name":"WajdiBenRejeb","display_name":"Wajdi Ben Rejeb","profile_url":"https://insat.academia.edu/WajdiBenRejeb?f_ri=4167","photo":"https://0.academia-photos.com/22284302/6095354/19392047/s65_wajdi.ben_rejeb.jpg"}</script></span></span></li><li class="js-paper-rank-work_27841924 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="27841924"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 27841924, container: ".js-paper-rank-work_27841924", }); });</script></li><li class="js-percentile-work_27841924 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 27841924; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_27841924"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_27841924 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="27841924"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 27841924; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=27841924]").text(description); $(".js-view-count-work_27841924").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_27841924").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="27841924"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="46" href="https://www.academia.edu/Documents/in/Business_Ethics">Business Ethics</a>, <script data-card-contents-for-ri="46" type="text/json">{"id":46,"name":"Business Ethics","url":"https://www.academia.edu/Documents/in/Business_Ethics?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1452" href="https://www.academia.edu/Documents/in/Corporate_Social_Responsibility">Corporate Social Responsibility</a>, <script data-card-contents-for-ri="1452" type="text/json">{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="12537" href="https://www.academia.edu/Documents/in/Egypt">Egypt</a><script data-card-contents-for-ri="12537" type="text/json">{"id":12537,"name":"Egypt","url":"https://www.academia.edu/Documents/in/Egypt?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=27841924]'), work: {"id":27841924,"title":"Empirical Evidence on Corporate Governance Impact on CSR Disclosure in Developing Economies: The Tunisian and Egyptian Contexts","created_at":"2016-08-17T12:24:26.112-07:00","url":"https://www.academia.edu/27841924/Empirical_Evidence_on_Corporate_Governance_Impact_on_CSR_Disclosure_in_Developing_Economies_The_Tunisian_and_Egyptian_Contexts?f_ri=4167","dom_id":"work_27841924","summary":"This chapter investigates the influence of the board composition and leadership on Corporate Social Responsibility (CSR) disclosure. The empirical study of 68 Tunisian listed companies and 100 Egyptian listed companies reveals that board independence, foreign directorship, female directorship and state directorship, influence positively CSR disclosure. However, these findings indicate that CEO duality has a negative impact on CSR disclosure. Overall, the findings are consistent with the agency theory as well as the stakeholders theory and suggest that CSR disclosure seems to result from the willingness to meet shareholders' expectations in terms of transparency and voluntary disclosure of non-financial information.","downloadable_attachments":[{"id":53432829,"asset_id":27841924,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":22284302,"first_name":"Wajdi","last_name":"Ben Rejeb","domain_name":"insat","page_name":"WajdiBenRejeb","display_name":"Wajdi Ben Rejeb","profile_url":"https://insat.academia.edu/WajdiBenRejeb?f_ri=4167","photo":"https://0.academia-photos.com/22284302/6095354/19392047/s65_wajdi.ben_rejeb.jpg"}],"research_interests":[{"id":46,"name":"Business Ethics","url":"https://www.academia.edu/Documents/in/Business_Ethics?f_ri=4167","nofollow":false},{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=4167","nofollow":false},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":12537,"name":"Egypt","url":"https://www.academia.edu/Documents/in/Egypt?f_ri=4167","nofollow":false},{"id":26393,"name":"SMES IN DEVELOPING COUNTRIES","url":"https://www.academia.edu/Documents/in/SMES_IN_DEVELOPING_COUNTRIES?f_ri=4167"},{"id":75837,"name":"Tunisia","url":"https://www.academia.edu/Documents/in/Tunisia?f_ri=4167"},{"id":200295,"name":"Board of Directors","url":"https://www.academia.edu/Documents/in/Board_of_Directors?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_34853597" data-work_id="34853597" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/34853597/Ebook_LAS_BUENAS_PRACTICAS_DE_GOBIERNO_CORPORATIVO_EN_LAS_EMPRESAS_FAMILIARES_Y">Ebook LAS BUENAS PRACTICAS DE GOBIERNO CORPORATIVO EN LAS EMPRESAS FAMILIARES Y</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">El objetivo principal de este libro de investigación es determinar las buenas prácticas de gobierno corporativo de las Empresas Familiares (EF) colombianas en sus dimensiones de familia, propiedad y empresa, y establecer cómo su... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_34853597" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">El objetivo principal de este libro de investigación es determinar las buenas prácticas de gobierno corporativo de las Empresas Familiares (EF) colombianas en sus dimensiones de familia, propiedad y empresa, y<br />establecer cómo su implementación impacta en el desempeño económico (financiero y operativo) y en el desempeño familiar (preservación de la riqueza socioemocional). Tomando como base las premisas de la Teoría del Stewardship se definió un modelo conceptual y se plantearon unas proposiciones iniciales, utilizando la metodología de estudio de casos. Para ello se desarrollaron cuatro casos de empresas colombianas de diferentes sectores económicos y de segunda generación. El análisis se realizó a partir de una comparación entre el caso que cumple mayoritariamente con la implementación de las buenas prácticas de gobierno corporativo y el caso que cumple en menor medida con ellas, y de esta manera se procedió a validar<br />las catorce (14) proposiciones planteadas, lo cual permitió definir un nuevo modelo donde se identificó que las prácticas de gobierno corporativo tienen una relación indirecta con los resultados empresariales, contrario a lo planteado en el modelo inicial. Finalmente, los hallazgos de este estudio evidencian que el contar o no, con<br />buenas prácticas de gobierno corporativo en cada una de las dimensiones de la EF, no es un indicador fiable y que tenga una relación directa con los resultados empresariales. Es decir, el no contar con buenas prácticas de gobierno corporativo no es obstáculo para que la empresa sea exitosa; la evidencia muestra que existen unos factores que pueden sustituir este mecanismo, tales como la unión, la  transparencia y la honestidad como pilares fundamentales para cimentar las relaciones entre los miembros de la familia y familia-empresa.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/34853597" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f1a35d269f9309bdf9c0f2d843b013e7" rel="nofollow" data-download="{"attachment_id":54712210,"asset_id":34853597,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/54712210/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3073313" href="https://uab.academia.edu/JorgeIsaacMorenoG%C3%B3mez">Jorge Moreno-Gómez</a><script data-card-contents-for-user="3073313" type="text/json">{"id":3073313,"first_name":"Jorge","last_name":"Moreno-Gómez","domain_name":"uab","page_name":"JorgeIsaacMorenoGómez","display_name":"Jorge Moreno-Gómez","profile_url":"https://uab.academia.edu/JorgeIsaacMorenoG%C3%B3mez?f_ri=4167","photo":"https://0.academia-photos.com/3073313/16360780/16744153/s65_jorge.moreno_g_mez.jpg"}</script></span></span></li><li class="js-paper-rank-work_34853597 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="34853597"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 34853597, container: ".js-paper-rank-work_34853597", }); });</script></li><li class="js-percentile-work_34853597 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 34853597; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_34853597"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_34853597 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="34853597"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 34853597; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=34853597]").text(description); $(".js-view-count-work_34853597").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_34853597").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="34853597"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="9043" href="https://www.academia.edu/Documents/in/Performance">Performance</a>, <script data-card-contents-for-ri="9043" type="text/json">{"id":9043,"name":"Performance","url":"https://www.academia.edu/Documents/in/Performance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="289873" href="https://www.academia.edu/Documents/in/Empresa_Familiar">Empresa Familiar</a>, <script data-card-contents-for-ri="289873" type="text/json">{"id":289873,"name":"Empresa Familiar","url":"https://www.academia.edu/Documents/in/Empresa_Familiar?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1844662" href="https://www.academia.edu/Documents/in/Socioemotional_Wealth">Socioemotional Wealth</a><script data-card-contents-for-ri="1844662" type="text/json">{"id":1844662,"name":"Socioemotional Wealth","url":"https://www.academia.edu/Documents/in/Socioemotional_Wealth?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=34853597]'), work: {"id":34853597,"title":"Ebook LAS BUENAS PRACTICAS DE GOBIERNO CORPORATIVO EN LAS EMPRESAS FAMILIARES Y","created_at":"2017-10-13T14:46:03.377-07:00","url":"https://www.academia.edu/34853597/Ebook_LAS_BUENAS_PRACTICAS_DE_GOBIERNO_CORPORATIVO_EN_LAS_EMPRESAS_FAMILIARES_Y?f_ri=4167","dom_id":"work_34853597","summary":"El objetivo principal de este libro de investigación es determinar las buenas prácticas de gobierno corporativo de las Empresas Familiares (EF) colombianas en sus dimensiones de familia, propiedad y empresa, y\nestablecer cómo su implementación impacta en el desempeño económico (financiero y operativo) y en el desempeño familiar (preservación de la riqueza socioemocional). Tomando como base las premisas de la Teoría del Stewardship se definió un modelo conceptual y se plantearon unas proposiciones iniciales, utilizando la metodología de estudio de casos. Para ello se desarrollaron cuatro casos de empresas colombianas de diferentes sectores económicos y de segunda generación. El análisis se realizó a partir de una comparación entre el caso que cumple mayoritariamente con la implementación de las buenas prácticas de gobierno corporativo y el caso que cumple en menor medida con ellas, y de esta manera se procedió a validar\nlas catorce (14) proposiciones planteadas, lo cual permitió definir un nuevo modelo donde se identificó que las prácticas de gobierno corporativo tienen una relación indirecta con los resultados empresariales, contrario a lo planteado en el modelo inicial. Finalmente, los hallazgos de este estudio evidencian que el contar o no, con\nbuenas prácticas de gobierno corporativo en cada una de las dimensiones de la EF, no es un indicador fiable y que tenga una relación directa con los resultados empresariales. Es decir, el no contar con buenas prácticas de gobierno corporativo no es obstáculo para que la empresa sea exitosa; la evidencia muestra que existen unos factores que pueden sustituir este mecanismo, tales como la unión, la transparencia y la honestidad como pilares fundamentales para cimentar las relaciones entre los miembros de la familia y familia-empresa.","downloadable_attachments":[{"id":54712210,"asset_id":34853597,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":3073313,"first_name":"Jorge","last_name":"Moreno-Gómez","domain_name":"uab","page_name":"JorgeIsaacMorenoGómez","display_name":"Jorge Moreno-Gómez","profile_url":"https://uab.academia.edu/JorgeIsaacMorenoG%C3%B3mez?f_ri=4167","photo":"https://0.academia-photos.com/3073313/16360780/16744153/s65_jorge.moreno_g_mez.jpg"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":9043,"name":"Performance","url":"https://www.academia.edu/Documents/in/Performance?f_ri=4167","nofollow":false},{"id":289873,"name":"Empresa Familiar","url":"https://www.academia.edu/Documents/in/Empresa_Familiar?f_ri=4167","nofollow":false},{"id":1844662,"name":"Socioemotional Wealth","url":"https://www.academia.edu/Documents/in/Socioemotional_Wealth?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_24614917" data-work_id="24614917" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/24614917/Corporate_Governance_and_Board_Composition_diversity_and_independence_of_Australian_boards">Corporate Governance and Board Composition: diversity and independence of Australian boards</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/24614917" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="428ade1a5196ce0f3a4cbfe6d872bcf2" rel="nofollow" data-download="{"attachment_id":44944963,"asset_id":24614917,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/44944963/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="47459994" href="https://independent.academia.edu/MandyCheng10">Mandy Cheng</a><script data-card-contents-for-user="47459994" type="text/json">{"id":47459994,"first_name":"Mandy","last_name":"Cheng","domain_name":"independent","page_name":"MandyCheng10","display_name":"Mandy Cheng","profile_url":"https://independent.academia.edu/MandyCheng10?f_ri=4167","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_24614917 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="24614917"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 24614917, container: ".js-paper-rank-work_24614917", }); 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$(".js-view-count[data-work-id=24614917]").text(description); $(".js-view-count-work_24614917").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_24614917").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="24614917"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="29156" href="https://www.academia.edu/Documents/in/Stock_Market">Stock Market</a>, <script data-card-contents-for-ri="29156" type="text/json">{"id":29156,"name":"Stock Market","url":"https://www.academia.edu/Documents/in/Stock_Market?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="186492" href="https://www.academia.edu/Documents/in/Empirical_Research">Empirical Research</a>, <script data-card-contents-for-ri="186492" type="text/json">{"id":186492,"name":"Empirical Research","url":"https://www.academia.edu/Documents/in/Empirical_Research?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="187579" href="https://www.academia.edu/Documents/in/Cultural_difference">Cultural difference</a><script data-card-contents-for-ri="187579" type="text/json">{"id":187579,"name":"Cultural difference","url":"https://www.academia.edu/Documents/in/Cultural_difference?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=24614917]'), work: {"id":24614917,"title":"Corporate Governance and Board Composition: diversity and independence of Australian boards","created_at":"2016-04-21T01:32:06.133-07:00","url":"https://www.academia.edu/24614917/Corporate_Governance_and_Board_Composition_diversity_and_independence_of_Australian_boards?f_ri=4167","dom_id":"work_24614917","summary":null,"downloadable_attachments":[{"id":44944963,"asset_id":24614917,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":47459994,"first_name":"Mandy","last_name":"Cheng","domain_name":"independent","page_name":"MandyCheng10","display_name":"Mandy Cheng","profile_url":"https://independent.academia.edu/MandyCheng10?f_ri=4167","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":29156,"name":"Stock Market","url":"https://www.academia.edu/Documents/in/Stock_Market?f_ri=4167","nofollow":false},{"id":186492,"name":"Empirical Research","url":"https://www.academia.edu/Documents/in/Empirical_Research?f_ri=4167","nofollow":false},{"id":187579,"name":"Cultural difference","url":"https://www.academia.edu/Documents/in/Cultural_difference?f_ri=4167","nofollow":false},{"id":469205,"name":"Governance Structure","url":"https://www.academia.edu/Documents/in/Governance_Structure?f_ri=4167"},{"id":1240789,"name":"Capital Market","url":"https://www.academia.edu/Documents/in/Capital_Market?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_30238459" data-work_id="30238459" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/30238459/Human_Rights_Grievance_Handling_in_the_Indian_Tea_Sector">Human Rights Grievance-Handling in the Indian Tea Sector</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This case study focuses on the role of transnational non-judicial grievance mechanisms in rem- edying human rights grievances of workers on tea plantations in india who are linked to transnational supply chains. Business activity: this... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_30238459" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This case study focuses on the role of transnational non-judicial grievance mechanisms in rem- edying human rights grievances of workers on tea plantations in india who are linked to transnational supply chains. Business activity: this research spans numerous individual business enterprises in the tea sector. Indian tea production is dispersed across many individual plantations in different parts of the country. our research focused in particular on plantations located in Tamil Nadu, Darjeeling and Assam. Many plantations are owned by individuals or families, though some large companies own multiple plantations. Transnational connections: Direct ownership and management of plantations is generally carried out by indian nationals, and large India-based companies such as the Tata Group are involved in both tea production and processing. However significant proportions of tea produced in india are exported to foreign markets, giving rise to extensive links through supply chains to international buyers, who sell the tea on foreign markets. Human rights issues: Many of the human rights issues affecting tea plantation workers are related to labour rights. these include concerns about wage levels, precariousness of employment, health and safety issues, and gender or caste discrimination. also important are concerns regarding the adequacy of provision of social infrastructure and services on farms. Available grievance mechanisms: When human rights problems arise, a number of grievance mechanisms are formally available to workers. the grievance arrangements most commonly used by workers are located at the local level, encompassing both mechanisms operated by estate management, and those associated with standard administrative and legal processes of labour regulation.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/30238459" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="4fd35e4c3427b38aeb6cb05f80271ef8" rel="nofollow" data-download="{"attachment_id":50702145,"asset_id":30238459,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/50702145/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="925421" href="https://unimelb.academia.edu/KateMacdonald">Kate Macdonald</a><script data-card-contents-for-user="925421" type="text/json">{"id":925421,"first_name":"Kate","last_name":"Macdonald","domain_name":"unimelb","page_name":"KateMacdonald","display_name":"Kate Macdonald","profile_url":"https://unimelb.academia.edu/KateMacdonald?f_ri=4167","photo":"https://0.academia-photos.com/925421/15060528/15783071/s65_kate.macdonald.jpg"}</script></span></span></li><li class="js-paper-rank-work_30238459 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="30238459"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 30238459, container: ".js-paper-rank-work_30238459", }); 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$(".js-view-count[data-work-id=30238459]").text(description); $(".js-view-count-work_30238459").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_30238459").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="30238459"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1452" href="https://www.academia.edu/Documents/in/Corporate_Social_Responsibility">Corporate Social Responsibility</a>, <script data-card-contents-for-ri="1452" type="text/json">{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="75911" href="https://www.academia.edu/Documents/in/Global_Business_and_Human_Rights">Global Business and Human Rights</a><script data-card-contents-for-ri="75911" type="text/json">{"id":75911,"name":"Global Business and Human Rights","url":"https://www.academia.edu/Documents/in/Global_Business_and_Human_Rights?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=30238459]'), work: {"id":30238459,"title":"Human Rights Grievance-Handling in the Indian Tea Sector","created_at":"2016-12-03T20:51:45.049-08:00","url":"https://www.academia.edu/30238459/Human_Rights_Grievance_Handling_in_the_Indian_Tea_Sector?f_ri=4167","dom_id":"work_30238459","summary":"This case study focuses on the role of transnational non-judicial grievance mechanisms in rem- edying human rights grievances of workers on tea plantations in india who are linked to transnational supply chains. Business activity: this research spans numerous individual business enterprises in the tea sector. Indian tea production is dispersed across many individual plantations in different parts of the country. our research focused in particular on plantations located in Tamil Nadu, Darjeeling and Assam. Many plantations are owned by individuals or families, though some large companies own multiple plantations. Transnational connections: Direct ownership and management of plantations is generally carried out by indian nationals, and large India-based companies such as the Tata Group are involved in both tea production and processing. However significant proportions of tea produced in india are exported to foreign markets, giving rise to extensive links through supply chains to international buyers, who sell the tea on foreign markets. Human rights issues: Many of the human rights issues affecting tea plantation workers are related to labour rights. these include concerns about wage levels, precariousness of employment, health and safety issues, and gender or caste discrimination. also important are concerns regarding the adequacy of provision of social infrastructure and services on farms. Available grievance mechanisms: When human rights problems arise, a number of grievance mechanisms are formally available to workers. the grievance arrangements most commonly used by workers are located at the local level, encompassing both mechanisms operated by estate management, and those associated with standard administrative and legal processes of labour regulation.","downloadable_attachments":[{"id":50702145,"asset_id":30238459,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":925421,"first_name":"Kate","last_name":"Macdonald","domain_name":"unimelb","page_name":"KateMacdonald","display_name":"Kate Macdonald","profile_url":"https://unimelb.academia.edu/KateMacdonald?f_ri=4167","photo":"https://0.academia-photos.com/925421/15060528/15783071/s65_kate.macdonald.jpg"}],"research_interests":[{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=4167","nofollow":false},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":75911,"name":"Global Business and Human Rights","url":"https://www.academia.edu/Documents/in/Global_Business_and_Human_Rights?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_38943665" data-work_id="38943665" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/38943665/THE_KEY_CHALLENGES_OF_CORPORATE_GOVERNANCE_OF_FIRMS_EMPIRICAL_EVIDENCE_FROM_SUB_SAHARAN_AFRICAN_ANGLOPHONE_SSAA_COUNTRIES">THE KEY CHALLENGES OF CORPORATE GOVERNANCE OF FIRMS: EMPIRICAL EVIDENCE FROM SUB-SAHARAN AFRICAN ANGLOPHONE (SSAA) COUNTRIES</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This paper uses empirical evidence to identify views about the important components of good corporate governance practice for listed firms in Sub-Saharan African Anglophone countries. This study used survey questionnaire based on... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_38943665" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This paper uses empirical evidence to identify views about the important components of good corporate governance practice for listed firms in Sub-Saharan African Anglophone countries. This study used survey questionnaire based on international corporate governance norms, data were collected from listed firms in Ghana, Nigeria and South Africa. The findings include: In Ghanaian and South African firms there are evidence that regulatory framework and enforcement of corporate governance promote sound corporate governance system. This study revealed that commitment of board of directors to disclosure and communication may provide effective corporate practices. Political environment and ownership structure of firms’ hinder sound corporate governance practices. Accounting system operating in each country plays a vital role in promoting sound corporate governance system. However, societal, cultural and corruption seem to deter corporate governance system in Ghanaian and South African firms. We recommend that there should be prudent monitoring of corporate governance rules and enforcement.<br />Keywords: Institutional Characteristics, Directors, External Factors, Corporate Governance And OLS</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/38943665" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c012151e6f684b7176be7e1c8b2114bb" rel="nofollow" data-download="{"attachment_id":59045386,"asset_id":38943665,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/59045386/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="57994878" href="https://kwasu.academia.edu/AdeoyeAfolabi">Adeoye Afolabi</a><script data-card-contents-for-user="57994878" type="text/json">{"id":57994878,"first_name":"Adeoye","last_name":"Afolabi","domain_name":"kwasu","page_name":"AdeoyeAfolabi","display_name":"Adeoye Afolabi","profile_url":"https://kwasu.academia.edu/AdeoyeAfolabi?f_ri=4167","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_38943665 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="38943665"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 38943665, container: ".js-paper-rank-work_38943665", }); });</script></li><li class="js-percentile-work_38943665 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 38943665; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_38943665"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_38943665 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="38943665"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 38943665; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=38943665]").text(description); $(".js-view-count-work_38943665").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_38943665").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="38943665"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a><script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=38943665]'), work: {"id":38943665,"title":"THE KEY CHALLENGES OF CORPORATE GOVERNANCE OF FIRMS: EMPIRICAL EVIDENCE FROM SUB-SAHARAN AFRICAN ANGLOPHONE (SSAA) COUNTRIES","created_at":"2019-04-26T20:05:13.309-07:00","url":"https://www.academia.edu/38943665/THE_KEY_CHALLENGES_OF_CORPORATE_GOVERNANCE_OF_FIRMS_EMPIRICAL_EVIDENCE_FROM_SUB_SAHARAN_AFRICAN_ANGLOPHONE_SSAA_COUNTRIES?f_ri=4167","dom_id":"work_38943665","summary":"This paper uses empirical evidence to identify views about the important components of good corporate governance practice for listed firms in Sub-Saharan African Anglophone countries. This study used survey questionnaire based on international corporate governance norms, data were collected from listed firms in Ghana, Nigeria and South Africa. The findings include: In Ghanaian and South African firms there are evidence that regulatory framework and enforcement of corporate governance promote sound corporate governance system. This study revealed that commitment of board of directors to disclosure and communication may provide effective corporate practices. Political environment and ownership structure of firms’ hinder sound corporate governance practices. Accounting system operating in each country plays a vital role in promoting sound corporate governance system. However, societal, cultural and corruption seem to deter corporate governance system in Ghanaian and South African firms. We recommend that there should be prudent monitoring of corporate governance rules and enforcement.\nKeywords: Institutional Characteristics, Directors, External Factors, Corporate Governance And OLS","downloadable_attachments":[{"id":59045386,"asset_id":38943665,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":57994878,"first_name":"Adeoye","last_name":"Afolabi","domain_name":"kwasu","page_name":"AdeoyeAfolabi","display_name":"Adeoye Afolabi","profile_url":"https://kwasu.academia.edu/AdeoyeAfolabi?f_ri=4167","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_1499758 coauthored" data-work_id="1499758" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/1499758/Les_codes_de_conduite_source_du_droit_global">Les codes de conduite: source du droit global?</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">La doctrine récente en théorie et en philosophie du droit examine depuis plusieurs années les transformations du droit dans la mondialisation à partir de l’hypothèse de la formation d’un droit global. Les codes de conduites... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_1499758" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">La doctrine récente en théorie et en philosophie du droit examine depuis plusieurs années les transformations du droit dans la mondialisation à partir de l’hypothèse de la formation d’un droit global. Les codes de conduites constitueraient un élément typique de ce droit global naissant.  <br /> <br />Confrontés au phénomène massif de multiplication des codes de conduite, considéré comme extérieur au droit, selon la théorie et les critères classiques des normes juridiques, mais qui évolue pourtant en interaction sinon en concurrence avec lui, les auteurs examinent dans cette contribution le problème des rapports entre codes de conduite et sources du droit. Ce problème se décline en deux questions distinctes, mais complémentaires, qui sont traitées successivement. Premièrement, les codes de conduite constituent-ils ou seraient-ils susceptibles de constituer une source formelle du droit et, dans l’affirmative, laquelle ? S’agit-il d’une source spécifique, sui generis, ou peut-on finalement la ramener à des sources connues comme la convention, l’usage ou d’autres solutions encore ? Deuxièmement, dans quelle mesure les codes de conduite nous invitent-ils à repenser la théorie des sources, à éventuellement modifier ou compléter notre compréhension de ce concept, voire, et c’est vers cette option plus radicale que les auteurs inclinent, à remettre en cause la pertinence de la notion de « sources du droit », sa capacité à rendre compte d’un phénomène normatif, qui s’inscrit dans une logique qui fondamentalement différente de l’approche du droit par les sources ?</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/1499758" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="3ffee2be7a699dce24b87d2707927f57" rel="nofollow" data-download="{"attachment_id":11836312,"asset_id":1499758,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/11836312/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="823815" href="https://ulb.academia.edu/GregoryLewkowicz">Gregory Lewkowicz</a><script data-card-contents-for-user="823815" type="text/json">{"id":823815,"first_name":"Gregory","last_name":"Lewkowicz","domain_name":"ulb","page_name":"GregoryLewkowicz","display_name":"Gregory Lewkowicz","profile_url":"https://ulb.academia.edu/GregoryLewkowicz?f_ri=4167","photo":"https://0.academia-photos.com/823815/286554/18712331/s65_gregory.lewkowicz.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-1499758">+1</span><div class="hidden js-additional-users-1499758"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://ulb.academia.edu/BenoitFrydman">Benoit Frydman</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-1499758'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-1499758').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_1499758 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="1499758"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 1499758, container: ".js-paper-rank-work_1499758", }); });</script></li><li class="js-percentile-work_1499758 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 1499758; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_1499758"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_1499758 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="1499758"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 1499758; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=1499758]").text(description); $(".js-view-count-work_1499758").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_1499758").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="1499758"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">17</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="46" href="https://www.academia.edu/Documents/in/Business_Ethics">Business Ethics</a>, <script data-card-contents-for-ri="46" type="text/json">{"id":46,"name":"Business Ethics","url":"https://www.academia.edu/Documents/in/Business_Ethics?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1439" href="https://www.academia.edu/Documents/in/Globalization">Globalization</a>, <script data-card-contents-for-ri="1439" type="text/json">{"id":1439,"name":"Globalization","url":"https://www.academia.edu/Documents/in/Globalization?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1452" href="https://www.academia.edu/Documents/in/Corporate_Social_Responsibility">Corporate Social Responsibility</a>, <script data-card-contents-for-ri="1452" type="text/json">{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2575" href="https://www.academia.edu/Documents/in/International_Law">International Law</a><script data-card-contents-for-ri="2575" type="text/json">{"id":2575,"name":"International Law","url":"https://www.academia.edu/Documents/in/International_Law?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=1499758]'), work: {"id":1499758,"title":"Les codes de conduite: source du droit global?","created_at":"2012-04-05T02:38:10.602-07:00","url":"https://www.academia.edu/1499758/Les_codes_de_conduite_source_du_droit_global?f_ri=4167","dom_id":"work_1499758","summary":"La doctrine récente en théorie et en philosophie du droit examine depuis plusieurs années les transformations du droit dans la mondialisation à partir de l’hypothèse de la formation d’un droit global. Les codes de conduites constitueraient un élément typique de ce droit global naissant. \r\n\r\nConfrontés au phénomène massif de multiplication des codes de conduite, considéré comme extérieur au droit, selon la théorie et les critères classiques des normes juridiques, mais qui évolue pourtant en interaction sinon en concurrence avec lui, les auteurs examinent dans cette contribution le problème des rapports entre codes de conduite et sources du droit. Ce problème se décline en deux questions distinctes, mais complémentaires, qui sont traitées successivement. Premièrement, les codes de conduite constituent-ils ou seraient-ils susceptibles de constituer une source formelle du droit et, dans l’affirmative, laquelle ? S’agit-il d’une source spécifique, sui generis, ou peut-on finalement la ramener à des sources connues comme la convention, l’usage ou d’autres solutions encore ? Deuxièmement, dans quelle mesure les codes de conduite nous invitent-ils à repenser la théorie des sources, à éventuellement modifier ou compléter notre compréhension de ce concept, voire, et c’est vers cette option plus radicale que les auteurs inclinent, à remettre en cause la pertinence de la notion de « sources du droit », sa capacité à rendre compte d’un phénomène normatif, qui s’inscrit dans une logique qui fondamentalement différente de l’approche du droit par les sources ?\r\n","downloadable_attachments":[{"id":11836312,"asset_id":1499758,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":823815,"first_name":"Gregory","last_name":"Lewkowicz","domain_name":"ulb","page_name":"GregoryLewkowicz","display_name":"Gregory Lewkowicz","profile_url":"https://ulb.academia.edu/GregoryLewkowicz?f_ri=4167","photo":"https://0.academia-photos.com/823815/286554/18712331/s65_gregory.lewkowicz.jpg"},{"id":48896,"first_name":"Benoit","last_name":"Frydman","domain_name":"ulb","page_name":"BenoitFrydman","display_name":"Benoit Frydman","profile_url":"https://ulb.academia.edu/BenoitFrydman?f_ri=4167","photo":"https://0.academia-photos.com/48896/83446/277669/s65_benoit.frydman.jpg"}],"research_interests":[{"id":46,"name":"Business Ethics","url":"https://www.academia.edu/Documents/in/Business_Ethics?f_ri=4167","nofollow":false},{"id":1439,"name":"Globalization","url":"https://www.academia.edu/Documents/in/Globalization?f_ri=4167","nofollow":false},{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=4167","nofollow":false},{"id":2575,"name":"International Law","url":"https://www.academia.edu/Documents/in/International_Law?f_ri=4167","nofollow":false},{"id":2592,"name":"Human Rights","url":"https://www.academia.edu/Documents/in/Human_Rights?f_ri=4167"},{"id":3468,"name":"Virtue Ethics","url":"https://www.academia.edu/Documents/in/Virtue_Ethics?f_ri=4167"},{"id":3660,"name":"Global Governance","url":"https://www.academia.edu/Documents/in/Global_Governance?f_ri=4167"},{"id":3767,"name":"Law and Society","url":"https://www.academia.edu/Documents/in/Law_and_Society?f_ri=4167"},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167"},{"id":4296,"name":"Natural Law","url":"https://www.academia.edu/Documents/in/Natural_Law?f_ri=4167"},{"id":6728,"name":"Philosophy Of Law","url":"https://www.academia.edu/Documents/in/Philosophy_Of_Law?f_ri=4167"},{"id":16015,"name":"Global governance (Law)","url":"https://www.academia.edu/Documents/in/Global_governance_Law_?f_ri=4167"},{"id":18845,"name":"Environmental Sustainability","url":"https://www.academia.edu/Documents/in/Environmental_Sustainability?f_ri=4167"},{"id":42814,"name":"Ethics and economics","url":"https://www.academia.edu/Documents/in/Ethics_and_economics?f_ri=4167"},{"id":165328,"name":"International Strategy","url":"https://www.academia.edu/Documents/in/International_Strategy?f_ri=4167"},{"id":309968,"name":"Soft Law","url":"https://www.academia.edu/Documents/in/Soft_Law?f_ri=4167"},{"id":562371,"name":"Global Economic Governance","url":"https://www.academia.edu/Documents/in/Global_Economic_Governance-1?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_49271318" data-work_id="49271318" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/49271318/Kurumsal_Y%C3%B6netim_Mekanizmalar%C4%B1">Kurumsal Yönetim Mekanizmaları</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">1980’li yıllardan itibaren en iyi uygulama veya yasal düzenleme olarak yürürlüğe giren kurumsal yönetim ilkelerinin şirket faaliyetlerinin sürdürebilirliğinin uzun dönemde devam ettirilmesi, tüm paydaşların menfaatlerinin korunması,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_49271318" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">1980’li yıllardan itibaren en iyi uygulama veya yasal düzenleme olarak yürürlüğe giren kurumsal yönetim ilkelerinin şirket faaliyetlerinin sürdürebilirliğinin uzun dönemde devam ettirilmesi, tüm paydaşların menfaatlerinin korunması, sahiplik ve kontrol ayrışmasının getirdiği yönetimsel sorunların çözülmesi ve temsil maliyetlerinin azaltılmasının hangi mekanizmalar aracılığıyla sağlanabileceğine ilişkin teorik ve ampirik çalışmalar açıklanmıştır. Bu bağlamda kurumsal yönetim mekanizmaları dâhili ve harici olmak üzere iki ana koldan gelişmiş olup, dâhili kurumsal yönetim mekanizmalarını şirketin kendisi belirleyebilirken veya etkileyebilirken, harici mekanizmalar ise şirketi etkilemekte veya şirketlere bir çerçeve oluşturmaktadır. Yönetim kurulu üye sayısı, yönetim kurulu üyelerinin dışardan veya bağımsız olarak atanmaları, yönetim kurulunda kadın üye bulunması veya kadın üye sayısının artırılması, genel müdür ile yönetim kurulu başkanının ayrı olması, pay sahiplerinin yönetim kurulu üyesi olması veya yöneticilerin pay edinmesi, ikili yönetim kurulları ve yönetim kurulu üyelerinin ücret paketleri ile performansa göre ücretlendirilmesi konularında kuralların oluşturulması dâhili mekanizmaları oluştururken, şirketin dışında şirketi çevreleyen hukuk düzeni, şirketin satın alınma veya ele geçirilmesi ve bu yöndeki tehditler, piyasa tepkisi, ekonomik yapılar ve rekabet ortamı harici kurumsal yönetim mekanizmalarını oluşturmaktadır.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/49271318" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="11f55ce0b382bc43a3ac8799090be43e" rel="nofollow" data-download="{"attachment_id":67655142,"asset_id":49271318,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/67655142/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="36459959" href="https://ugent.academia.edu/EyupKadioglu">Eyup Kadioglu</a><script data-card-contents-for-user="36459959" type="text/json">{"id":36459959,"first_name":"Eyup","last_name":"Kadioglu","domain_name":"ugent","page_name":"EyupKadioglu","display_name":"Eyup Kadioglu","profile_url":"https://ugent.academia.edu/EyupKadioglu?f_ri=4167","photo":"https://0.academia-photos.com/36459959/16610192/16920304/s65_eyup.kadioglu.jpg"}</script></span></span></li><li class="js-paper-rank-work_49271318 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="49271318"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 49271318, container: ".js-paper-rank-work_49271318", }); });</script></li><li class="js-percentile-work_49271318 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 49271318; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_49271318"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_49271318 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="49271318"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 49271318; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=49271318]").text(description); $(".js-view-count-work_49271318").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_49271318").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="49271318"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a><script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=49271318]'), work: {"id":49271318,"title":"Kurumsal Yönetim Mekanizmaları","created_at":"2021-06-17T03:58:31.654-07:00","url":"https://www.academia.edu/49271318/Kurumsal_Y%C3%B6netim_Mekanizmalar%C4%B1?f_ri=4167","dom_id":"work_49271318","summary":"1980’li yıllardan itibaren en iyi uygulama veya yasal düzenleme olarak yürürlüğe giren kurumsal yönetim ilkelerinin şirket faaliyetlerinin sürdürebilirliğinin uzun dönemde devam ettirilmesi, tüm paydaşların menfaatlerinin korunması, sahiplik ve kontrol ayrışmasının getirdiği yönetimsel sorunların çözülmesi ve temsil maliyetlerinin azaltılmasının hangi mekanizmalar aracılığıyla sağlanabileceğine ilişkin teorik ve ampirik çalışmalar açıklanmıştır. Bu bağlamda kurumsal yönetim mekanizmaları dâhili ve harici olmak üzere iki ana koldan gelişmiş olup, dâhili kurumsal yönetim mekanizmalarını şirketin kendisi belirleyebilirken veya etkileyebilirken, harici mekanizmalar ise şirketi etkilemekte veya şirketlere bir çerçeve oluşturmaktadır. Yönetim kurulu üye sayısı, yönetim kurulu üyelerinin dışardan veya bağımsız olarak atanmaları, yönetim kurulunda kadın üye bulunması veya kadın üye sayısının artırılması, genel müdür ile yönetim kurulu başkanının ayrı olması, pay sahiplerinin yönetim kurulu üyesi olması veya yöneticilerin pay edinmesi, ikili yönetim kurulları ve yönetim kurulu üyelerinin ücret paketleri ile performansa göre ücretlendirilmesi konularında kuralların oluşturulması dâhili mekanizmaları oluştururken, şirketin dışında şirketi çevreleyen hukuk düzeni, şirketin satın alınma veya ele geçirilmesi ve bu yöndeki tehditler, piyasa tepkisi, ekonomik yapılar ve rekabet ortamı harici kurumsal yönetim mekanizmalarını oluşturmaktadır.","downloadable_attachments":[{"id":67655142,"asset_id":49271318,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":36459959,"first_name":"Eyup","last_name":"Kadioglu","domain_name":"ugent","page_name":"EyupKadioglu","display_name":"Eyup Kadioglu","profile_url":"https://ugent.academia.edu/EyupKadioglu?f_ri=4167","photo":"https://0.academia-photos.com/36459959/16610192/16920304/s65_eyup.kadioglu.jpg"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_7816912" data-work_id="7816912" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/7816912/Providing_Strategic_Leadership">Providing Strategic Leadership</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">Summarizes what the most ('winners') and the least ('losers') effective directors and boards do differently when providing strategic leadership taken from a chapter in the book Winning Companies; Winning People by Colin Coulson-Thomas</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/7816912" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="0193f51bab4710bc0ac1426cfdcff136" rel="nofollow" data-download="{"attachment_id":34319684,"asset_id":7816912,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/34319684/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="33906" href="https://aston.academia.edu/ColinCoulsonThomas">Colin Coulson-Thomas</a><script data-card-contents-for-user="33906" type="text/json">{"id":33906,"first_name":"Colin","last_name":"Coulson-Thomas","domain_name":"aston","page_name":"ColinCoulsonThomas","display_name":"Colin Coulson-Thomas","profile_url":"https://aston.academia.edu/ColinCoulsonThomas?f_ri=4167","photo":"https://0.academia-photos.com/33906/11085/16205460/s65_colin.coulson-thomas.jpg"}</script></span></span></li><li class="js-paper-rank-work_7816912 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="7816912"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 7816912, container: ".js-paper-rank-work_7816912", }); });</script></li><li class="js-percentile-work_7816912 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 7816912; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_7816912"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_7816912 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="7816912"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 7816912; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=7816912]").text(description); $(".js-view-count-work_7816912").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_7816912").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="7816912"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1333" href="https://www.academia.edu/Documents/in/Directing">Directing</a>, <script data-card-contents-for-ri="1333" type="text/json">{"id":1333,"name":"Directing","url":"https://www.academia.edu/Documents/in/Directing?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2969" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a>, <script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a><script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=7816912]'), work: {"id":7816912,"title":"Providing Strategic Leadership","created_at":"2014-07-29T22:06:41.126-07:00","url":"https://www.academia.edu/7816912/Providing_Strategic_Leadership?f_ri=4167","dom_id":"work_7816912","summary":"Summarizes what the most ('winners') and the least ('losers') effective directors and boards do differently when providing strategic leadership taken from a chapter in the book Winning Companies; Winning People by Colin Coulson-Thomas ","downloadable_attachments":[{"id":34319684,"asset_id":7816912,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":33906,"first_name":"Colin","last_name":"Coulson-Thomas","domain_name":"aston","page_name":"ColinCoulsonThomas","display_name":"Colin Coulson-Thomas","profile_url":"https://aston.academia.edu/ColinCoulsonThomas?f_ri=4167","photo":"https://0.academia-photos.com/33906/11085/16205460/s65_colin.coulson-thomas.jpg"}],"research_interests":[{"id":1333,"name":"Directing","url":"https://www.academia.edu/Documents/in/Directing?f_ri=4167","nofollow":false},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=4167","nofollow":false},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=4167","nofollow":false},{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=4167"},{"id":200283,"name":"Boards of directors","url":"https://www.academia.edu/Documents/in/Boards_of_directors?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_32040142" data-work_id="32040142" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/32040142/JOINT_OPERATING_AGREEMENTS_IN_OIL_AND_GAS_INDUSTRY_THE_CONSEQUENCE_OF_SOLE_RISK_AND_NON_CONSENT_CLAUSES_TO_JOINT_OPERATION">JOINT OPERATING AGREEMENTS IN OIL AND GAS INDUSTRY: THE CONSEQUENCE OF SOLE RISK AND NON CONSENT CLAUSES TO JOINT OPERATION</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The paper examines the Joint Operating Agreement (JOA) with a view to ascertaining the purposes of sole risk and non-consent clauses in JOA and their incompatibility or otherwise with the joint objectives of the agreement. The nature of... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_32040142" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The paper examines the Joint Operating Agreement (JOA) with a view to ascertaining the purposes of sole risk and non-consent clauses in JOA and their incompatibility or otherwise with the joint objectives of the agreement. The nature of Oil and Gas Industry is such that involved very huge costs and project risks are enormous, especially where the project requires new infrastructure for successful undertaking. Even the few Oil companies that are capable of conducting such projects are usually not willing to take the huge risks alone. For such reasons therefore, Oil Companies in other to mitigate its various levels of costs and risks make joint applications for licence acreage. The purpose of this application is to enable two or more companies to share costs, risks and benefits in agreed proportions in the licence acreage regime they obtained together. The method commonly used by Oil Companies in achieving these joint objectives is through JOA. The paper adopts doctrinal methodology where relevant primary and secondary data were utilised. The paper observed that parties to JOA used sole risk and non-consent clauses in order allow dissenting parties an opportunity to benefit from their omission without terminating the main agreement of the parties. The paper recommends that parties shall from the onset recognise the consequences of JOA and couched the sole risk and non-consent clauses in a flexible manner that will not jeopardise the objectives of JOA. That is to say, the clauses should not be used in a manner that will defeat the major aim of the parties " relationship.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/32040142" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="b21b783c44844f77fdf1bc52cfc7206c" rel="nofollow" data-download="{"attachment_id":52302171,"asset_id":32040142,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/52302171/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="17684437" href="https://udus.academia.edu/JunaidMarshall">Junaid Marshall</a><script data-card-contents-for-user="17684437" type="text/json">{"id":17684437,"first_name":"Junaid","last_name":"Marshall","domain_name":"udus","page_name":"JunaidMarshall","display_name":"Junaid Marshall","profile_url":"https://udus.academia.edu/JunaidMarshall?f_ri=4167","photo":"https://0.academia-photos.com/17684437/6015665/93653164/s65_junaid.marshall.jpg"}</script></span></span></li><li class="js-paper-rank-work_32040142 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="32040142"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 32040142, container: ".js-paper-rank-work_32040142", }); });</script></li><li class="js-percentile-work_32040142 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 32040142; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_32040142"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_32040142 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="32040142"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 32040142; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=32040142]").text(description); $(".js-view-count-work_32040142").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_32040142").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="32040142"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a><script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=32040142]'), work: {"id":32040142,"title":"JOINT OPERATING AGREEMENTS IN OIL AND GAS INDUSTRY: THE CONSEQUENCE OF SOLE RISK AND NON CONSENT CLAUSES TO JOINT OPERATION","created_at":"2017-03-25T07:54:02.344-07:00","url":"https://www.academia.edu/32040142/JOINT_OPERATING_AGREEMENTS_IN_OIL_AND_GAS_INDUSTRY_THE_CONSEQUENCE_OF_SOLE_RISK_AND_NON_CONSENT_CLAUSES_TO_JOINT_OPERATION?f_ri=4167","dom_id":"work_32040142","summary":"The paper examines the Joint Operating Agreement (JOA) with a view to ascertaining the purposes of sole risk and non-consent clauses in JOA and their incompatibility or otherwise with the joint objectives of the agreement. The nature of Oil and Gas Industry is such that involved very huge costs and project risks are enormous, especially where the project requires new infrastructure for successful undertaking. Even the few Oil companies that are capable of conducting such projects are usually not willing to take the huge risks alone. For such reasons therefore, Oil Companies in other to mitigate its various levels of costs and risks make joint applications for licence acreage. The purpose of this application is to enable two or more companies to share costs, risks and benefits in agreed proportions in the licence acreage regime they obtained together. The method commonly used by Oil Companies in achieving these joint objectives is through JOA. The paper adopts doctrinal methodology where relevant primary and secondary data were utilised. The paper observed that parties to JOA used sole risk and non-consent clauses in order allow dissenting parties an opportunity to benefit from their omission without terminating the main agreement of the parties. The paper recommends that parties shall from the onset recognise the consequences of JOA and couched the sole risk and non-consent clauses in a flexible manner that will not jeopardise the objectives of JOA. That is to say, the clauses should not be used in a manner that will defeat the major aim of the parties \" relationship.","downloadable_attachments":[{"id":52302171,"asset_id":32040142,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":17684437,"first_name":"Junaid","last_name":"Marshall","domain_name":"udus","page_name":"JunaidMarshall","display_name":"Junaid Marshall","profile_url":"https://udus.academia.edu/JunaidMarshall?f_ri=4167","photo":"https://0.academia-photos.com/17684437/6015665/93653164/s65_junaid.marshall.jpg"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_35314930" data-work_id="35314930" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/35314930/2017_Revised_OHADA_Accounting_Plan_pdf">2017 Revised OHADA Accounting Plan.pdf</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">OHADA is an organisation whose main aim is to harmornize accounting practice in Africa.</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/35314930" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="aa0c7ea1ee977c0ab352dad225dcd2ff" rel="nofollow" data-download="{"attachment_id":55175723,"asset_id":35314930,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/55175723/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2573251" href="https://univ-doula.academia.edu/NchendehChristian">CHRISTIAN NCHENDEH</a><script data-card-contents-for-user="2573251" type="text/json">{"id":2573251,"first_name":"CHRISTIAN","last_name":"NCHENDEH","domain_name":"univ-doula","page_name":"NchendehChristian","display_name":"CHRISTIAN NCHENDEH","profile_url":"https://univ-doula.academia.edu/NchendehChristian?f_ri=4167","photo":"https://0.academia-photos.com/2573251/805802/1002486/s65_chris.nchendeh.jpg"}</script></span></span></li><li class="js-paper-rank-work_35314930 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="35314930"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 35314930, container: ".js-paper-rank-work_35314930", }); 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$(".js-view-count[data-work-id=35314930]").text(description); $(".js-view-count-work_35314930").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_35314930").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="35314930"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="3492" href="https://www.academia.edu/Documents/in/Financial_Accounting-2">Financial Accounting</a>, <script data-card-contents-for-ri="3492" type="text/json">{"id":3492,"name":"Financial Accounting","url":"https://www.academia.edu/Documents/in/Financial_Accounting-2?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a><script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=35314930]'), work: {"id":35314930,"title":"2017 Revised OHADA Accounting Plan.pdf","created_at":"2017-12-02T00:49:42.626-08:00","url":"https://www.academia.edu/35314930/2017_Revised_OHADA_Accounting_Plan_pdf?f_ri=4167","dom_id":"work_35314930","summary":"OHADA is an organisation whose main aim is to harmornize accounting practice in Africa. ","downloadable_attachments":[{"id":55175723,"asset_id":35314930,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2573251,"first_name":"CHRISTIAN","last_name":"NCHENDEH","domain_name":"univ-doula","page_name":"NchendehChristian","display_name":"CHRISTIAN NCHENDEH","profile_url":"https://univ-doula.academia.edu/NchendehChristian?f_ri=4167","photo":"https://0.academia-photos.com/2573251/805802/1002486/s65_chris.nchendeh.jpg"}],"research_interests":[{"id":3492,"name":"Financial Accounting","url":"https://www.academia.edu/Documents/in/Financial_Accounting-2?f_ri=4167","nofollow":false},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_47918875" data-work_id="47918875" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/47918875/Corporate_Governance_Failures_A_Case_Study_of_HIH_Insurance_Group_Australia">Corporate Governance Failures - A Case Study of HIH Insurance Group, Australia</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The paper examines corporate governance failures from a practical perspective using one of the world's most epic corporate collapse cases in history. It dissects the case of Australia's former largest insurance firm, HIH Insurance Group,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_47918875" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The paper examines corporate governance failures from a practical perspective using one of the world's most epic corporate collapse cases in history. It dissects the case of Australia's former largest insurance firm, HIH Insurance Group, whose massive corporate governance scandals and subsequent collapse shook the world at the time of demise in 2001. The write-up focuses on the classic corporate governance failures that occurred within the company over several years of its operation and ends by looking at whether these could have been averted to save the firm from its catastrophic ending.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/47918875" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f96f54da3df5ee17dd23ae5cde3fa56d" rel="nofollow" data-download="{"attachment_id":66799521,"asset_id":47918875,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/66799521/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="126784296" href="https://buse.academia.edu/EltonMwinga">Elton Mwinga</a><script data-card-contents-for-user="126784296" type="text/json">{"id":126784296,"first_name":"Elton","last_name":"Mwinga","domain_name":"buse","page_name":"EltonMwinga","display_name":"Elton Mwinga","profile_url":"https://buse.academia.edu/EltonMwinga?f_ri=4167","photo":"https://0.academia-photos.com/126784296/39372400/41100235/s65_elton.mwinga.jpg"}</script></span></span></li><li class="js-paper-rank-work_47918875 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="47918875"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 47918875, container: ".js-paper-rank-work_47918875", }); });</script></li><li class="js-percentile-work_47918875 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 47918875; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_47918875"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_47918875 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="47918875"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 47918875; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=47918875]").text(description); $(".js-view-count-work_47918875").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_47918875").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="47918875"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2002863" href="https://www.academia.edu/Documents/in/Innovation_and_Disruptive_Technology_for_Education">Innovation and Disruptive Technology for Education</a><script data-card-contents-for-ri="2002863" type="text/json">{"id":2002863,"name":"Innovation and Disruptive Technology for Education","url":"https://www.academia.edu/Documents/in/Innovation_and_Disruptive_Technology_for_Education?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=47918875]'), work: {"id":47918875,"title":"Corporate Governance Failures - A Case Study of HIH Insurance Group, Australia","created_at":"2021-05-03T07:37:05.977-07:00","url":"https://www.academia.edu/47918875/Corporate_Governance_Failures_A_Case_Study_of_HIH_Insurance_Group_Australia?f_ri=4167","dom_id":"work_47918875","summary":"The paper examines corporate governance failures from a practical perspective using one of the world's most epic corporate collapse cases in history. It dissects the case of Australia's former largest insurance firm, HIH Insurance Group, whose massive corporate governance scandals and subsequent collapse shook the world at the time of demise in 2001. The write-up focuses on the classic corporate governance failures that occurred within the company over several years of its operation and ends by looking at whether these could have been averted to save the firm from its catastrophic ending.","downloadable_attachments":[{"id":66799521,"asset_id":47918875,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":126784296,"first_name":"Elton","last_name":"Mwinga","domain_name":"buse","page_name":"EltonMwinga","display_name":"Elton Mwinga","profile_url":"https://buse.academia.edu/EltonMwinga?f_ri=4167","photo":"https://0.academia-photos.com/126784296/39372400/41100235/s65_elton.mwinga.jpg"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":2002863,"name":"Innovation and Disruptive Technology for Education","url":"https://www.academia.edu/Documents/in/Innovation_and_Disruptive_Technology_for_Education?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_38295114" data-work_id="38295114" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/38295114/THE_DUTY_OF_DIRECTORS_TO_PROMOTE_THE_SUCCESS_OF_THE_COMPANY_ENHANCING_STAKEHOLDER_VALUE_THROUGH_CSR_docx">THE DUTY OF DIRECTORS TO PROMOTE THE SUCCESS OF THE COMPANY – ENHANCING STAKEHOLDER VALUE THROUGH CSR.docx</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The Board of Directors is the supreme governing body of the company, except for those matters which by law or as provided by the Articles of Incorporation must be decided by the General Shareholders Meeting. The supervision of all... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_38295114" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The Board of Directors is the supreme governing body of the company, except for those matters which by law or as provided by the Articles of Incorporation must be decided by the General Shareholders Meeting. The supervision of all corporate activities is vested in the Board. The Board exercises its functions in the best interests of the company, with the aim of  maximizing the long-term value of the company in legitimate interests involved, either of a public or private nature, and in particular taking into account other interest groups of the company: employees, customers, business partners and society in general.  <br /><br />The underlying duty of directors borders on the duty of care and skill geared towards maximizing the shareholders’ interests. Over the years there has been a shift from the duty of directors solely focused on maximizing shareholder interest to catering to the interest of other stakeholders – suppliers, customers, employees, the community, as a way of promoting the success of the company.<br /><br />Corporate Social Responsibility (CSR) also known as corporate conscience is all about how companies manage the business with the aim of delivering social, economic and environmental benefits to all stakeholders through initiatives. Over the years it has developed from a place of being voluntary to being mandatory for directors to consider the interests of stakeholders.<br /><br />This paper will discuss the duty of directors to promote the success of the company by enhancing stakeholder value through the medium of corporate social responsibility initiatives.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/38295114" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="5b4ebb03c140d46b545267ab2403ffaf" rel="nofollow" data-download="{"attachment_id":58342274,"asset_id":38295114,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/58342274/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="27116400" href="https://unilag.academia.edu/olufunkecole">Olufunke C Olumide (Cole)</a><script data-card-contents-for-user="27116400" type="text/json">{"id":27116400,"first_name":"Olufunke","last_name":"Olumide (Cole)","domain_name":"unilag","page_name":"olufunkecole","display_name":"Olufunke C Olumide (Cole)","profile_url":"https://unilag.academia.edu/olufunkecole?f_ri=4167","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_38295114 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="38295114"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 38295114, container: ".js-paper-rank-work_38295114", }); });</script></li><li class="js-percentile-work_38295114 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 38295114; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_38295114"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_38295114 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="38295114"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 38295114; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=38295114]").text(description); $(".js-view-count-work_38295114").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_38295114").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="38295114"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="2095" href="https://www.academia.edu/Documents/in/Corporate_Law">Corporate Law</a>, <script data-card-contents-for-ri="2095" type="text/json">{"id":2095,"name":"Corporate Law","url":"https://www.academia.edu/Documents/in/Corporate_Law?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a><script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=38295114]'), work: {"id":38295114,"title":"THE DUTY OF DIRECTORS TO PROMOTE THE SUCCESS OF THE COMPANY – ENHANCING STAKEHOLDER VALUE THROUGH CSR.docx","created_at":"2019-02-06T00:24:10.168-08:00","url":"https://www.academia.edu/38295114/THE_DUTY_OF_DIRECTORS_TO_PROMOTE_THE_SUCCESS_OF_THE_COMPANY_ENHANCING_STAKEHOLDER_VALUE_THROUGH_CSR_docx?f_ri=4167","dom_id":"work_38295114","summary":"The Board of Directors is the supreme governing body of the company, except for those matters which by law or as provided by the Articles of Incorporation must be decided by the General Shareholders Meeting. The supervision of all corporate activities is vested in the Board. The Board exercises its functions in the best interests of the company, with the aim of maximizing the long-term value of the company in legitimate interests involved, either of a public or private nature, and in particular taking into account other interest groups of the company: employees, customers, business partners and society in general. \n\nThe underlying duty of directors borders on the duty of care and skill geared towards maximizing the shareholders’ interests. Over the years there has been a shift from the duty of directors solely focused on maximizing shareholder interest to catering to the interest of other stakeholders – suppliers, customers, employees, the community, as a way of promoting the success of the company.\n\nCorporate Social Responsibility (CSR) also known as corporate conscience is all about how companies manage the business with the aim of delivering social, economic and environmental benefits to all stakeholders through initiatives. Over the years it has developed from a place of being voluntary to being mandatory for directors to consider the interests of stakeholders.\n\nThis paper will discuss the duty of directors to promote the success of the company by enhancing stakeholder value through the medium of corporate social responsibility initiatives.\n","downloadable_attachments":[{"id":58342274,"asset_id":38295114,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":27116400,"first_name":"Olufunke","last_name":"Olumide (Cole)","domain_name":"unilag","page_name":"olufunkecole","display_name":"Olufunke C Olumide (Cole)","profile_url":"https://unilag.academia.edu/olufunkecole?f_ri=4167","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":2095,"name":"Corporate Law","url":"https://www.academia.edu/Documents/in/Corporate_Law?f_ri=4167","nofollow":false},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_4904450" data-work_id="4904450" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/4904450/Insights_into_the_effectiveness_of_internal_audit_a_multi_method_and_multi_perspective_study">Insights into the effectiveness of internal audit: a multi-method and multi-perspective study</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This doctoral dissertation includes five related working papers that provide valuable contributions to the understanding of internal audit (IA) and its effectiveness. Paper 1 is a literature review that uses the perspective of new... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_4904450" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This doctoral dissertation includes five related working papers that provide valuable contributions to the understanding of internal audit (IA) and its effectiveness. Paper 1 is a literature review that uses the perspective of new institutional theory as a framework and acknowledges that IA effectiveness is largely still viewed as a “black box” that is under-explored in academic research. Paper 2 is an explorative work that studies the variables that are theoretically associated with the IA function’s active role in corporate governance. This paper was published in the Journal of Applied Accounting Research (JAAR 2012). Paper 3 is a conceptual essay that discusses the status of IA as a profession and questions why the IA profession has not generally been seen as playing a significant role in the financial crisis, either as part of the problem or as part of the solution. This paper was published in the Managerial Auditing Journal (MAJ 2012). Paper 4 is an empirical survey that clarifies the discriminatory power of characteristics suggested by practitioners and academic research that may indicate IA effectiveness. Paper 5 is a qualitative research paper that breaks new ground in applying role theory (Kahn et al. 1964) in combination with the theory of relational coordination (Gittell 2006) to the research context of IA effectiveness. This dissertation builds on an exhaustive literature review, provides a mix of different methods and perspectives and offers innovative and complementary insights that open the door for further research.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/4904450" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="33d3348a0861d8b7e700c1d80d8c61c5" rel="nofollow" data-download="{"attachment_id":50336178,"asset_id":4904450,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/50336178/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1144203" href="https://uni-mainz.academia.edu/RainerLenz">Rainer Lenz</a><script data-card-contents-for-user="1144203" type="text/json">{"id":1144203,"first_name":"Rainer","last_name":"Lenz","domain_name":"uni-mainz","page_name":"RainerLenz","display_name":"Rainer Lenz","profile_url":"https://uni-mainz.academia.edu/RainerLenz?f_ri=4167","photo":"https://0.academia-photos.com/1144203/1449539/153654692/s65_dr._rainer.lenz.png"}</script></span></span></li><li class="js-paper-rank-work_4904450 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="4904450"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 4904450, container: ".js-paper-rank-work_4904450", }); });</script></li><li class="js-percentile-work_4904450 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 4904450; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_4904450"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_4904450 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="4904450"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 4904450; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=4904450]").text(description); $(".js-view-count-work_4904450").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_4904450").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="4904450"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1821" href="https://www.academia.edu/Documents/in/Effectiveness">Effectiveness</a>, <script data-card-contents-for-ri="1821" type="text/json">{"id":1821,"name":"Effectiveness","url":"https://www.academia.edu/Documents/in/Effectiveness?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="8884" href="https://www.academia.edu/Documents/in/Internal_Audit">Internal Audit</a><script data-card-contents-for-ri="8884" type="text/json">{"id":8884,"name":"Internal Audit","url":"https://www.academia.edu/Documents/in/Internal_Audit?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=4904450]'), work: {"id":4904450,"title":"Insights into the effectiveness of internal audit: a multi-method and multi-perspective study","created_at":"2013-10-27T04:48:40.196-07:00","url":"https://www.academia.edu/4904450/Insights_into_the_effectiveness_of_internal_audit_a_multi_method_and_multi_perspective_study?f_ri=4167","dom_id":"work_4904450","summary":"This doctoral dissertation includes five related working papers that provide valuable contributions to the understanding of internal audit (IA) and its effectiveness. Paper 1 is a literature review that uses the perspective of new institutional theory as a framework and acknowledges that IA effectiveness is largely still viewed as a “black box” that is under-explored in academic research. Paper 2 is an explorative work that studies the variables that are theoretically associated with the IA function’s active role in corporate governance. This paper was published in the Journal of Applied Accounting Research (JAAR 2012). Paper 3 is a conceptual essay that discusses the status of IA as a profession and questions why the IA profession has not generally been seen as playing a significant role in the financial crisis, either as part of the problem or as part of the solution. This paper was published in the Managerial Auditing Journal (MAJ 2012). Paper 4 is an empirical survey that clarifies the discriminatory power of characteristics suggested by practitioners and academic research that may indicate IA effectiveness. Paper 5 is a qualitative research paper that breaks new ground in applying role theory (Kahn et al. 1964) in combination with the theory of relational coordination (Gittell 2006) to the research context of IA effectiveness. This dissertation builds on an exhaustive literature review, provides a mix of different methods and perspectives and offers innovative and complementary insights that open the door for further research.","downloadable_attachments":[{"id":50336178,"asset_id":4904450,"asset_type":"Work","always_allow_download":false},{"id":45833743,"asset_id":4904450,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1144203,"first_name":"Rainer","last_name":"Lenz","domain_name":"uni-mainz","page_name":"RainerLenz","display_name":"Rainer Lenz","profile_url":"https://uni-mainz.academia.edu/RainerLenz?f_ri=4167","photo":"https://0.academia-photos.com/1144203/1449539/153654692/s65_dr._rainer.lenz.png"}],"research_interests":[{"id":1821,"name":"Effectiveness","url":"https://www.academia.edu/Documents/in/Effectiveness?f_ri=4167","nofollow":false},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":8884,"name":"Internal Audit","url":"https://www.academia.edu/Documents/in/Internal_Audit?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_12426180" data-work_id="12426180" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/12426180/Corporate_Social_Responsibility">Corporate Social Responsibility</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The real success of Indian democracy is being attributed to its social responsiveness towards all of its citizens. Nevertheless, in the endeavour of sustaining a true and vibrant democracy, the country strives very hard to extent the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_12426180" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The real success of Indian democracy is being attributed to its social responsiveness towards all of its citizens. Nevertheless, in the endeavour of sustaining a true and vibrant democracy, the country strives very hard to extent the facilities and benefits to all strata of the society due to its constrained resources. Therefore, the Government of India needs a helping hand from corporate sector to ensure better standard of living of its people. In this regard, the corporate India is expected to play a constructive role by undertaking activities which may ultimately lead to social rejuvenation, development and empowerment of unprivileged people. If this happens, India is very proud to be one of the countries in the world to attain real inclusive growth. Hence, it is felt that Corporate Social Responsibility (CSR) activities of companies are really a key to unlock both economic and social disparities, which in turn, benefits the person in the last mile. Moreover, the Companies Act, 2013 has directed corporate India to work towards a growth based socio-economic-environment development model.<br /><br />            The present book is an attempt to provide the emerging trends and best practices in CSR implementation, models of partnership, managerial and organizational challenges and issues in monitoring and evaluation of projects related to CSR in the public and private sector.<br /><br />            I thank all paper contributors for their continued support, encouragement, inspiration to complete this task. Without their help it will be difficult task for me to complete this volume.<br /><br />  Dr. M. Vasan</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/12426180" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="2536ffbe48930b10b2c08ea22b343727" rel="nofollow" data-download="{"attachment_id":37659636,"asset_id":12426180,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/37659636/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="9816184" href="https://pen2print.academia.edu/EdupediaPublications">Edupedia Publications</a><script data-card-contents-for-user="9816184" type="text/json">{"id":9816184,"first_name":"Edupedia","last_name":"Publications","domain_name":"pen2print","page_name":"EdupediaPublications","display_name":"Edupedia Publications","profile_url":"https://pen2print.academia.edu/EdupediaPublications?f_ri=4167","photo":"https://0.academia-photos.com/9816184/13680254/16646329/s65_edupedia.publications.png"}</script></span></span></li><li class="js-paper-rank-work_12426180 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="12426180"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 12426180, container: ".js-paper-rank-work_12426180", }); 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$(".js-view-count[data-work-id=12426180]").text(description); $(".js-view-count-work_12426180").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_12426180").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="12426180"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">14</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="1237" href="https://www.academia.edu/Documents/in/Social_Sciences">Social Sciences</a>, <script data-card-contents-for-ri="1237" type="text/json">{"id":1237,"name":"Social Sciences","url":"https://www.academia.edu/Documents/in/Social_Sciences?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1452" href="https://www.academia.edu/Documents/in/Corporate_Social_Responsibility">Corporate Social Responsibility</a>, <script data-card-contents-for-ri="1452" type="text/json">{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2095" href="https://www.academia.edu/Documents/in/Corporate_Law">Corporate Law</a>, <script data-card-contents-for-ri="2095" type="text/json">{"id":2095,"name":"Corporate Law","url":"https://www.academia.edu/Documents/in/Corporate_Law?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2782" href="https://www.academia.edu/Documents/in/Corporate_Communication">Corporate Communication</a><script data-card-contents-for-ri="2782" type="text/json">{"id":2782,"name":"Corporate Communication","url":"https://www.academia.edu/Documents/in/Corporate_Communication?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=12426180]'), work: {"id":12426180,"title":"Corporate Social Responsibility","created_at":"2015-05-17T11:10:02.995-07:00","url":"https://www.academia.edu/12426180/Corporate_Social_Responsibility?f_ri=4167","dom_id":"work_12426180","summary":"The real success of Indian democracy is being attributed to its social responsiveness towards all of its citizens. Nevertheless, in the endeavour of sustaining a true and vibrant democracy, the country strives very hard to extent the facilities and benefits to all strata of the society due to its constrained resources. Therefore, the Government of India needs a helping hand from corporate sector to ensure better standard of living of its people. In this regard, the corporate India is expected to play a constructive role by undertaking activities which may ultimately lead to social rejuvenation, development and empowerment of unprivileged people. If this happens, India is very proud to be one of the countries in the world to attain real inclusive growth. Hence, it is felt that Corporate Social Responsibility (CSR) activities of companies are really a key to unlock both economic and social disparities, which in turn, benefits the person in the last mile. Moreover, the Companies Act, 2013 has directed corporate India to work towards a growth based socio-economic-environment development model.\n\n The present book is an attempt to provide the emerging trends and best practices in CSR implementation, models of partnership, managerial and organizational challenges and issues in monitoring and evaluation of projects related to CSR in the public and private sector.\n\n I thank all paper contributors for their continued support, encouragement, inspiration to complete this task. Without their help it will be difficult task for me to complete this volume.\n\n Dr. M. 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Tags: Companies Act 2006 model articles, Companies Act 2006 summary companies act... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_4550919" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This Paper explores and summarises the Director's Duties of the UK Companies Act 2006 with emphasis on "the duty to promote the success of the company. <br /> <br />Tags: <br />Companies Act 2006 model articles, Companies Act 2006 summary <br />companies act 2006 pdf <br />companies act 2006 model articles <br />companies act 2006 regulations 2013 <br />Companies Act 2006 UK <br />UK Companies Act 2006</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/4550919" data-share-source="work_strip" 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u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Consulting bidding process consists of many knowledge intensive processes, among which requirement elicitation process is perhaps the most critical for the success of the project. The rationale of the document was to develop a bid report... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_49197617" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Consulting bidding process consists of many knowledge intensive processes, among which requirement elicitation process is perhaps the most critical for the success of the project. The rationale of the document was to develop a bid report proposal for the Company X scoping study which sort to determine the necessary requirements for developing and implementation of the B2B mobile application.  The document provides an overview of the techniques, methods, concepts and models available to support requirement elicitation process and identify their contextual applications. <br /><br />The study addressedd thee consulting process by collating important activities that contribute to the efficient <br />execution of critical paths of the project. The activities were identified through reviews of critical paths (functional requirements, structural requirements and resource requirements) requirements which were analysed by using content analysis with supporting evidence based on industrial information. The activities were then<br />integrated as a conceptual framework that consists of a step-by-step procedure by the help of Gantt Chart.<br /><br />The Gantt Chart can be used as a guideline by stakeholders, developers and clients to execute the development and implementation of the B2B mobile application.<br /><br /> The paper predicts that the approach of considering approved consulting bidding processes will increase satisfaction<br />timely delivery and linking the project success with an ethical approach.<br /><br />The overall report, endeavors to use knowledge gained from the course study to identify and analyze the relevant elements outlined in the Gantt Chart as elicitation requirements.<br /><br />In view of self-plagiarism, I wish to state that some of the definitions, citations and phrases will be returned from my previous works already submitted such, strategic Operation Management, Strategic, Strategic Analysis, Tools and Techniques, Strategic Marketing to mention a few.<br /><br /><br />Key Words: Requirement elicitation; Elicitation techniques; Elicitation technique selection; Evaluation Framework.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/49197617" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="3c239e451cfe8ef12044bc2911c45681" rel="nofollow" data-download="{"attachment_id":67583602,"asset_id":49197617,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/67583602/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="93086321" href="https://southwales.academia.edu/AbrahamKaluba">Abraham Kaluba</a><script data-card-contents-for-user="93086321" type="text/json">{"id":93086321,"first_name":"Abraham","last_name":"Kaluba","domain_name":"southwales","page_name":"AbrahamKaluba","display_name":"Abraham Kaluba","profile_url":"https://southwales.academia.edu/AbrahamKaluba?f_ri=4167","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-49197617">+1</span><div class="hidden js-additional-users-49197617"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://southwales.academia.edu/AKaluba">Abraham Kaluba</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-49197617'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-49197617').html(); 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container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_49197617 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="49197617"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 49197617; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=49197617]").text(description); $(".js-view-count-work_49197617").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_49197617").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="49197617"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">9</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="26" href="https://www.academia.edu/Documents/in/Business">Business</a>, <script data-card-contents-for-ri="26" type="text/json">{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="45" href="https://www.academia.edu/Documents/in/Business_Administration">Business Administration</a>, <script data-card-contents-for-ri="45" type="text/json">{"id":45,"name":"Business Administration","url":"https://www.academia.edu/Documents/in/Business_Administration?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2277" href="https://www.academia.edu/Documents/in/Project_Management">Project Management</a>, <script data-card-contents-for-ri="2277" type="text/json">{"id":2277,"name":"Project Management","url":"https://www.academia.edu/Documents/in/Project_Management?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="3492" href="https://www.academia.edu/Documents/in/Financial_Accounting-2">Financial Accounting</a><script data-card-contents-for-ri="3492" type="text/json">{"id":3492,"name":"Financial Accounting","url":"https://www.academia.edu/Documents/in/Financial_Accounting-2?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=49197617]'), work: {"id":49197617,"title":"Final Documment Assessment BS4D03 V1","created_at":"2021-06-10T05:07:21.553-07:00","url":"https://www.academia.edu/49197617/Final_Documment_Assessment_BS4D03_V1?f_ri=4167","dom_id":"work_49197617","summary":"Consulting bidding process consists of many knowledge intensive processes, among which requirement elicitation process is perhaps the most critical for the success of the project. The rationale of the document was to develop a bid report proposal for the Company X scoping study which sort to determine the necessary requirements for developing and implementation of the B2B mobile application. The document provides an overview of the techniques, methods, concepts and models available to support requirement elicitation process and identify their contextual applications. \n\nThe study addressedd thee consulting process by collating important activities that contribute to the efficient \nexecution of critical paths of the project. The activities were identified through reviews of critical paths (functional requirements, structural requirements and resource requirements) requirements which were analysed by using content analysis with supporting evidence based on industrial information. The activities were then\nintegrated as a conceptual framework that consists of a step-by-step procedure by the help of Gantt Chart.\n\nThe Gantt Chart can be used as a guideline by stakeholders, developers and clients to execute the development and implementation of the B2B mobile application.\n\n The paper predicts that the approach of considering approved consulting bidding processes will increase satisfaction\ntimely delivery and linking the project success with an ethical approach.\n\nThe overall report, endeavors to use knowledge gained from the course study to identify and analyze the relevant elements outlined in the Gantt Chart as elicitation requirements.\n\nIn view of self-plagiarism, I wish to state that some of the definitions, citations and phrases will be returned from my previous works already submitted such, strategic Operation Management, Strategic, Strategic Analysis, Tools and Techniques, Strategic Marketing to mention a few.\n\n\nKey Words: Requirement elicitation; Elicitation techniques; Elicitation technique selection; Evaluation Framework.\n\n","downloadable_attachments":[{"id":67583602,"asset_id":49197617,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":93086321,"first_name":"Abraham","last_name":"Kaluba","domain_name":"southwales","page_name":"AbrahamKaluba","display_name":"Abraham Kaluba","profile_url":"https://southwales.academia.edu/AbrahamKaluba?f_ri=4167","photo":"/images/s65_no_pic.png"},{"id":100180032,"first_name":"Abraham","last_name":"Kaluba","domain_name":"southwales","page_name":"AKaluba","display_name":"Abraham Kaluba","profile_url":"https://southwales.academia.edu/AKaluba?f_ri=4167","photo":"https://0.academia-photos.com/100180032/22500739/21698336/s65_abraham.kaluba.jpg"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=4167","nofollow":false},{"id":45,"name":"Business Administration","url":"https://www.academia.edu/Documents/in/Business_Administration?f_ri=4167","nofollow":false},{"id":2277,"name":"Project Management","url":"https://www.academia.edu/Documents/in/Project_Management?f_ri=4167","nofollow":false},{"id":3492,"name":"Financial Accounting","url":"https://www.academia.edu/Documents/in/Financial_Accounting-2?f_ri=4167","nofollow":false},{"id":3493,"name":"Management Accounting","url":"https://www.academia.edu/Documents/in/Management_Accounting?f_ri=4167"},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167"},{"id":7292,"name":"Corporate Finance","url":"https://www.academia.edu/Documents/in/Corporate_Finance?f_ri=4167"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=4167"},{"id":130416,"name":"Corporate Governance and Financial reporting","url":"https://www.academia.edu/Documents/in/Corporate_Governance_and_Financial_reporting?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_14446353" data-work_id="14446353" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/14446353/El_deber_de_lealtad_de_los_directores_societarios_en_los_Estados_Unidos">El deber de lealtad de los directores societarios en los Estados Unidos</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">The Duty of Loyalty of the Corporate Director in the Corporate Law in the United States.</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/14446353" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c181574eaf611a34dc6b8a6f6023d419" rel="nofollow" data-download="{"attachment_id":38309629,"asset_id":14446353,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/38309629/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="22835919" href="https://conicet.academia.edu/HectorJoseMiguens">Hector Jose Miguens</a><script data-card-contents-for-user="22835919" type="text/json">{"id":22835919,"first_name":"Hector Jose","last_name":"Miguens","domain_name":"conicet","page_name":"HectorJoseMiguens","display_name":"Hector Jose Miguens","profile_url":"https://conicet.academia.edu/HectorJoseMiguens?f_ri=4167","photo":"https://0.academia-photos.com/22835919/9873958/15080516/s65_hector_jose.miguens.jpg"}</script></span></span></li><li class="js-paper-rank-work_14446353 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="14446353"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 14446353, container: ".js-paper-rank-work_14446353", }); 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$(".js-view-count[data-work-id=14446353]").text(description); $(".js-view-count-work_14446353").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_14446353").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="14446353"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="697888" href="https://www.academia.edu/Documents/in/Liabilities_of_Directors">Liabilities of Directors</a>, <script data-card-contents-for-ri="697888" type="text/json">{"id":697888,"name":"Liabilities of Directors","url":"https://www.academia.edu/Documents/in/Liabilities_of_Directors?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="742372" href="https://www.academia.edu/Documents/in/Duty_of_Loyalty">Duty of Loyalty</a><script data-card-contents-for-ri="742372" type="text/json">{"id":742372,"name":"Duty of Loyalty","url":"https://www.academia.edu/Documents/in/Duty_of_Loyalty?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=14446353]'), work: {"id":14446353,"title":"El deber de lealtad de los directores societarios en los Estados Unidos","created_at":"2015-07-27T14:00:43.330-07:00","url":"https://www.academia.edu/14446353/El_deber_de_lealtad_de_los_directores_societarios_en_los_Estados_Unidos?f_ri=4167","dom_id":"work_14446353","summary":"The Duty of Loyalty of the Corporate Director in the Corporate Law in the United States.","downloadable_attachments":[{"id":38309629,"asset_id":14446353,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":22835919,"first_name":"Hector Jose","last_name":"Miguens","domain_name":"conicet","page_name":"HectorJoseMiguens","display_name":"Hector Jose Miguens","profile_url":"https://conicet.academia.edu/HectorJoseMiguens?f_ri=4167","photo":"https://0.academia-photos.com/22835919/9873958/15080516/s65_hector_jose.miguens.jpg"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":697888,"name":"Liabilities of Directors","url":"https://www.academia.edu/Documents/in/Liabilities_of_Directors?f_ri=4167","nofollow":false},{"id":742372,"name":"Duty of Loyalty","url":"https://www.academia.edu/Documents/in/Duty_of_Loyalty?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_66122966" data-work_id="66122966" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/66122966/Strategic_Thinking_and_Corporate_Governance">Strategic Thinking and Corporate Governance</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The contemporary business environment can be particularly challenging for boards and business leaders seeking to think and act strategically, and also embrace social and environmental responsibilities and the concerns of a wider range of... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_66122966" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The contemporary business environment can be particularly challenging for boards and business leaders seeking to think and act strategically, and also embrace social and environmental responsibilities and the concerns of a wider range of stakeholders. There are aspects of corporate governance that might need to be reviewed in the light of a changing context and evolving stakeholder priorities if they are to better support the strategic thinking now required. There are also many questions for directors, boards and those who advise on governance arrangements to consider. <br />Some corporate governance changes, whether applicable to all companies or an allowable practice adopted for a particular entity, are easier to introduce than others. In the meantime, for many companies the requirement for strategic thinking becomes ever more urgent. It needs to address climate change and other related, shared and existential challenges. Ultimately, the quality, relevance and impact of whatever strategic thinking occurs may depend upon the intellect, commitment, conscience and vigilance of directors and whether they take advantage of any changes made to better support them and their thinking.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/66122966" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ad64128601d4e31ba285e6589b00cb57" rel="nofollow" data-download="{"attachment_id":77439015,"asset_id":66122966,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/77439015/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="33906" href="https://aston.academia.edu/ColinCoulsonThomas">Colin Coulson-Thomas</a><script data-card-contents-for-user="33906" type="text/json">{"id":33906,"first_name":"Colin","last_name":"Coulson-Thomas","domain_name":"aston","page_name":"ColinCoulsonThomas","display_name":"Colin Coulson-Thomas","profile_url":"https://aston.academia.edu/ColinCoulsonThomas?f_ri=4167","photo":"https://0.academia-photos.com/33906/11085/16205460/s65_colin.coulson-thomas.jpg"}</script></span></span></li><li class="js-paper-rank-work_66122966 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="66122966"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 66122966, container: ".js-paper-rank-work_66122966", }); 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$(".js-view-count[data-work-id=66122966]").text(description); $(".js-view-count-work_66122966").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_66122966").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="66122966"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">20</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="2969" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a>, <script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4524" href="https://www.academia.edu/Documents/in/Sustainable_Development">Sustainable Development</a>, <script data-card-contents-for-ri="4524" type="text/json">{"id":4524,"name":"Sustainable Development","url":"https://www.academia.edu/Documents/in/Sustainable_Development?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a><script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=66122966]'), work: {"id":66122966,"title":"Strategic Thinking and Corporate Governance","created_at":"2021-12-27T09:17:36.119-08:00","url":"https://www.academia.edu/66122966/Strategic_Thinking_and_Corporate_Governance?f_ri=4167","dom_id":"work_66122966","summary":"The contemporary business environment can be particularly challenging for boards and business leaders seeking to think and act strategically, and also embrace social and environmental responsibilities and the concerns of a wider range of stakeholders. There are aspects of corporate governance that might need to be reviewed in the light of a changing context and evolving stakeholder priorities if they are to better support the strategic thinking now required. There are also many questions for directors, boards and those who advise on governance arrangements to consider. \nSome corporate governance changes, whether applicable to all companies or an allowable practice adopted for a particular entity, are easier to introduce than others. In the meantime, for many companies the requirement for strategic thinking becomes ever more urgent. It needs to address climate change and other related, shared and existential challenges. Ultimately, the quality, relevance and impact of whatever strategic thinking occurs may depend upon the intellect, commitment, conscience and vigilance of directors and whether they take advantage of any changes made to better support them and their thinking. \n","downloadable_attachments":[{"id":77439015,"asset_id":66122966,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":33906,"first_name":"Colin","last_name":"Coulson-Thomas","domain_name":"aston","page_name":"ColinCoulsonThomas","display_name":"Colin Coulson-Thomas","profile_url":"https://aston.academia.edu/ColinCoulsonThomas?f_ri=4167","photo":"https://0.academia-photos.com/33906/11085/16205460/s65_colin.coulson-thomas.jpg"}],"research_interests":[{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=4167","nofollow":false},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":4524,"name":"Sustainable Development","url":"https://www.academia.edu/Documents/in/Sustainable_Development?f_ri=4167","nofollow":false},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=4167","nofollow":false},{"id":5107,"name":"Stakeholders","url":"https://www.academia.edu/Documents/in/Stakeholders?f_ri=4167"},{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=4167"},{"id":5521,"name":"Crisis Management","url":"https://www.academia.edu/Documents/in/Crisis_Management?f_ri=4167"},{"id":10237,"name":"Corporate Leadership","url":"https://www.academia.edu/Documents/in/Corporate_Leadership?f_ri=4167"},{"id":48466,"name":"Responsible Leadership","url":"https://www.academia.edu/Documents/in/Responsible_Leadership?f_ri=4167"},{"id":53311,"name":"Collaborative Governance","url":"https://www.academia.edu/Documents/in/Collaborative_Governance?f_ri=4167"},{"id":53342,"name":"Strategic Thinking","url":"https://www.academia.edu/Documents/in/Strategic_Thinking?f_ri=4167"},{"id":57498,"name":"Social and Environmental Issues","url":"https://www.academia.edu/Documents/in/Social_and_Environmental_Issues?f_ri=4167"},{"id":89505,"name":"Stakeholder Engagement","url":"https://www.academia.edu/Documents/in/Stakeholder_Engagement?f_ri=4167"},{"id":200283,"name":"Boards of directors","url":"https://www.academia.edu/Documents/in/Boards_of_directors?f_ri=4167"},{"id":212812,"name":"Stakeholder Management","url":"https://www.academia.edu/Documents/in/Stakeholder_Management?f_ri=4167"},{"id":220305,"name":"Inclusive development","url":"https://www.academia.edu/Documents/in/Inclusive_development?f_ri=4167"},{"id":224095,"name":"Crisis Leadership","url":"https://www.academia.edu/Documents/in/Crisis_Leadership?f_ri=4167"},{"id":480292,"name":"Governance of Science and Technology","url":"https://www.academia.edu/Documents/in/Governance_of_Science_and_Technology?f_ri=4167"},{"id":610205,"name":"Collaborative Critical Thinking","url":"https://www.academia.edu/Documents/in/Collaborative_Critical_Thinking?f_ri=4167"},{"id":1225469,"name":"Innovation In Governance","url":"https://www.academia.edu/Documents/in/Innovation_In_Governance?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_37682612" data-work_id="37682612" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/37682612/International_financial_reporting_standards_IFRS_and_firm_profitability">International financial reporting standards (IFRS) and firm profitability</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The growing need for accounting information across borders and the globalization of business activities as well as the observed diversity in national accounting practices accentuated the need for globally accepted financial reporting... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_37682612" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The growing need for accounting information across borders and the globalization of business activities as well as the observed diversity in national accounting practices accentuated the need for globally accepted financial reporting standards. This study is on the effect of international financial reporting standard on firm profitability in Nigeria. In order to achieve the objective of the study, the annual report of one hundred and four companies (104) which disclosed a comparative statement of both IFRS and NGAAP for the period under study were selected and analysed. Comparative data for the study were extracted from corporate annual reports and accounts of selected firms for the period 2012-2017. Firm profitability proxy by earnings per share (EPS) and return on asset (ROA) were extracted and analysed. In testing the research hypothesis, the relationship between IFRS and NGAAP is analysed using the ordinary least square (OLS) regression analysis. Gray's comparability index was also used for measuring the relative impact of IFRS adoption on profitability of Nigerian listed firms. The findings revealed that EPS and ROA are higher under the NGAAP than IFRS. Also, EPS and ROA have a positive relationship during IFRS and NGAAP regimes. Consequent upon this study, it was recommended that Users of financial statements need to distinguish accounting number changes caused by the transition to IFRS from those caused by changes in the business for proper understanding of what causes a particular change.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/37682612" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="bc0d241c639235d85e05a44c1a1f7593" rel="nofollow" data-download="{"attachment_id":57672694,"asset_id":37682612,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/57672694/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="35524058" href="https://independent.academia.edu/paulinuschizoba">paulinus chizoba</a><script data-card-contents-for-user="35524058" type="text/json">{"id":35524058,"first_name":"paulinus","last_name":"chizoba","domain_name":"independent","page_name":"paulinuschizoba","display_name":"paulinus chizoba","profile_url":"https://independent.academia.edu/paulinuschizoba?f_ri=4167","photo":"https://0.academia-photos.com/35524058/13904001/14970793/s65_paulinus.chizoba.jpg"}</script></span></span></li><li class="js-paper-rank-work_37682612 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="37682612"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 37682612, container: ".js-paper-rank-work_37682612", }); 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$(".js-view-count[data-work-id=37682612]").text(description); $(".js-view-count-work_37682612").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_37682612").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="37682612"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a><script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=37682612]'), work: {"id":37682612,"title":"International financial reporting standards (IFRS) and firm profitability","created_at":"2018-10-31T16:15:11.888-07:00","url":"https://www.academia.edu/37682612/International_financial_reporting_standards_IFRS_and_firm_profitability?f_ri=4167","dom_id":"work_37682612","summary":"The growing need for accounting information across borders and the globalization of business activities as well as the observed diversity in national accounting practices accentuated the need for globally accepted financial reporting standards. This study is on the effect of international financial reporting standard on firm profitability in Nigeria. In order to achieve the objective of the study, the annual report of one hundred and four companies (104) which disclosed a comparative statement of both IFRS and NGAAP for the period under study were selected and analysed. Comparative data for the study were extracted from corporate annual reports and accounts of selected firms for the period 2012-2017. Firm profitability proxy by earnings per share (EPS) and return on asset (ROA) were extracted and analysed. In testing the research hypothesis, the relationship between IFRS and NGAAP is analysed using the ordinary least square (OLS) regression analysis. Gray's comparability index was also used for measuring the relative impact of IFRS adoption on profitability of Nigerian listed firms. The findings revealed that EPS and ROA are higher under the NGAAP than IFRS. Also, EPS and ROA have a positive relationship during IFRS and NGAAP regimes. Consequent upon this study, it was recommended that Users of financial statements need to distinguish accounting number changes caused by the transition to IFRS from those caused by changes in the business for proper understanding of what causes a particular change.","downloadable_attachments":[{"id":57672694,"asset_id":37682612,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":35524058,"first_name":"paulinus","last_name":"chizoba","domain_name":"independent","page_name":"paulinuschizoba","display_name":"paulinus chizoba","profile_url":"https://independent.academia.edu/paulinuschizoba?f_ri=4167","photo":"https://0.academia-photos.com/35524058/13904001/14970793/s65_paulinus.chizoba.jpg"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_2499679" data-work_id="2499679" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/2499679/Bilge_Strateji_Cilt_1_Say%C4%B1_1">Bilge Strateji Cilt 1 Sayı 1</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/2499679" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="faa8acf66cde205e7dbf7fdf742270b6" rel="nofollow" data-download="{"attachment_id":30883928,"asset_id":2499679,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/30883928/download_file?st=MTczMzA1MzMzMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3246956" href="https://independent.academia.edu/Bilgesam">Wise Men Center for Strategic Studies BILGESAM</a><script 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href="https://www.academia.edu/Documents/in/Corporate_Social_Responsibility">Corporate Social Responsibility</a>, <script data-card-contents-for-ri="1452" type="text/json">{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1483" href="https://www.academia.edu/Documents/in/Foreign_Policy_Analysis">Foreign Policy Analysis</a>, <script data-card-contents-for-ri="1483" type="text/json">{"id":1483,"name":"Foreign Policy Analysis","url":"https://www.academia.edu/Documents/in/Foreign_Policy_Analysis?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2575" href="https://www.academia.edu/Documents/in/International_Law">International Law</a><script data-card-contents-for-ri="2575" type="text/json">{"id":2575,"name":"International 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js-work-card work_70025610 coauthored" data-work_id="70025610" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/70025610/Fundamental_and_Business_Ethics_Theories_of_Corporate_Governance">Fundamental and Business Ethics Theories of Corporate Governance</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Berbagai teori dan filosofi telah memberikan dasar bagi berbagai bentuk sistem tata kelola perusahaan di seluruh dunia. Selain itu, karena ekonomi telah berkembang dari waktu ke waktu, tampaknya eksekutif perusahaan telah menyimpang dari... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_70025610" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Berbagai teori dan filosofi telah memberikan dasar bagi berbagai bentuk sistem tata kelola perusahaan di seluruh dunia. Selain itu, karena ekonomi telah berkembang dari waktu ke waktu, tampaknya eksekutif perusahaan telah menyimpang dari tujuan memaksimalkan kekayaan pemegang saham. Pemilik perusahaan besar telah menanggapi kekuatan-kekuatan ini untuk tujuan melestarikan kekayaan mereka dan mendapatkan pengembalian yang adil. Sementara itu, pengendalian internal perusahaan, kekuatan pasar keuangan eksternal, dan kelembagaan telah efektif dalam mengamankan kekayaan pemegang saham. Oleh karena itu, perlindungan hukum perlu diberikan kepada mereka.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/70025610" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f687786663cc7cf0b2e03ff756afd9ec" rel="nofollow" data-download="{"attachment_id":79909422,"asset_id":70025610,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/79909422/download_file?st=MTczMzA1MzMzMSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="63625180" href="https://independent.academia.edu/IndonesianMale">Fajar H A R U N Male</a><script data-card-contents-for-user="63625180" type="text/json">{"id":63625180,"first_name":"Fajar","last_name":"Male","domain_name":"independent","page_name":"IndonesianMale","display_name":"Fajar H A R U N Male","profile_url":"https://independent.academia.edu/IndonesianMale?f_ri=4167","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-70025610">+1</span><div class="hidden js-additional-users-70025610"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/SuciChaerunisah">Suci Chaerunisah</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-70025610'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-70025610').html(); 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href="https://www.academia.edu/66187462/From_risk_management_to_citizenship_corporate_social_responsibility_analysis_of_strategic_drivers_of_change">From risk management to citizenship corporate social responsibility: analysis of strategic drivers of change</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/66187462" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f5a3b49a62f60c619ad2b621cd2d770d" rel="nofollow" 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Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="9127" href="https://www.academia.edu/Documents/in/Change_Management">Change Management</a>, <script data-card-contents-for-ri="9127" type="text/json">{"id":9127,"name":"Change Management","url":"https://www.academia.edu/Documents/in/Change_Management?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="12061" href="https://www.academia.edu/Documents/in/Risk_Management">Risk Management</a><script data-card-contents-for-ri="12061" type="text/json">{"id":12061,"name":"Risk Management","url":"https://www.academia.edu/Documents/in/Risk_Management?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: 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u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_63957274" data-work_id="63957274" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/63957274/Implications_of_Economic_Shocks_for_CEO_Performance_Evaluation">Implications of Economic Shocks for CEO Performance Evaluation</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">I study the implications of economic shocks for objective and subjective CEO performance evaluation. A shock perturbs pay-setting parties' information about the firm and the CEO. I argue that pay-setting parties then lack information they... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_63957274" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">I study the implications of economic shocks for objective and subjective CEO performance evaluation. A shock perturbs pay-setting parties' information about the firm and the CEO. I argue that pay-setting parties then lack information they need for evaluating the CEO objectively, and de-emphasize objective CEO performance evaluation in favor of subjective CEO performance evaluation; over time, pay-setting parties become better informed about the firm as well as the CEO, and increasingly use again objective CEO performance evaluation. My evidence, which uses data on objective and subjective CEO performance evaluation in US executive pay between 1992 and 2013, is consistent with my argument.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/63957274" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="8ff9a00db584cd660e92ee7b9396ef3f" rel="nofollow" data-download="{"attachment_id":76209172,"asset_id":63957274,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/76209172/download_file?st=MTczMzA1MzMzMSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="210192997" href="https://concordia.academia.edu/CMangen">Claudine Mangen</a><script data-card-contents-for-user="210192997" type="text/json">{"id":210192997,"first_name":"Claudine","last_name":"Mangen","domain_name":"concordia","page_name":"CMangen","display_name":"Claudine Mangen","profile_url":"https://concordia.academia.edu/CMangen?f_ri=4167","photo":"https://0.academia-photos.com/210192997/69851617/58258291/s65_claudine.mangen.jpg"}</script></span></span></li><li class="js-paper-rank-work_63957274 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="63957274"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 63957274, container: ".js-paper-rank-work_63957274", }); 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$(".js-view-count[data-work-id=63957274]").text(description); $(".js-view-count-work_63957274").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_63957274").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="63957274"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">15</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4169" href="https://www.academia.edu/Documents/in/CEO_compensation">CEO compensation</a>, <script data-card-contents-for-ri="4169" type="text/json">{"id":4169,"name":"CEO compensation","url":"https://www.academia.edu/Documents/in/CEO_compensation?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="11033" href="https://www.academia.edu/Documents/in/Contract_Theory">Contract Theory</a>, <script data-card-contents-for-ri="11033" type="text/json">{"id":11033,"name":"Contract Theory","url":"https://www.academia.edu/Documents/in/Contract_Theory?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="24752" href="https://www.academia.edu/Documents/in/Managing_subjectivity_in_performance_assessment">Managing subjectivity in performance assessment</a><script data-card-contents-for-ri="24752" type="text/json">{"id":24752,"name":"Managing subjectivity in performance assessment","url":"https://www.academia.edu/Documents/in/Managing_subjectivity_in_performance_assessment?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=63957274]'), work: {"id":63957274,"title":"Implications of Economic Shocks for CEO Performance Evaluation","created_at":"2021-12-13T03:09:25.731-08:00","url":"https://www.academia.edu/63957274/Implications_of_Economic_Shocks_for_CEO_Performance_Evaluation?f_ri=4167","dom_id":"work_63957274","summary":"I study the implications of economic shocks for objective and subjective CEO performance evaluation. A shock perturbs pay-setting parties' information about the firm and the CEO. I argue that pay-setting parties then lack information they need for evaluating the CEO objectively, and de-emphasize objective CEO performance evaluation in favor of subjective CEO performance evaluation; over time, pay-setting parties become better informed about the firm as well as the CEO, and increasingly use again objective CEO performance evaluation. My evidence, which uses data on objective and subjective CEO performance evaluation in US executive pay between 1992 and 2013, is consistent with my argument.","downloadable_attachments":[{"id":76209172,"asset_id":63957274,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":210192997,"first_name":"Claudine","last_name":"Mangen","domain_name":"concordia","page_name":"CMangen","display_name":"Claudine Mangen","profile_url":"https://concordia.academia.edu/CMangen?f_ri=4167","photo":"https://0.academia-photos.com/210192997/69851617/58258291/s65_claudine.mangen.jpg"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":4169,"name":"CEO compensation","url":"https://www.academia.edu/Documents/in/CEO_compensation?f_ri=4167","nofollow":false},{"id":11033,"name":"Contract Theory","url":"https://www.academia.edu/Documents/in/Contract_Theory?f_ri=4167","nofollow":false},{"id":24752,"name":"Managing subjectivity in performance assessment","url":"https://www.academia.edu/Documents/in/Managing_subjectivity_in_performance_assessment?f_ri=4167","nofollow":false},{"id":26959,"name":"Bayesian Models","url":"https://www.academia.edu/Documents/in/Bayesian_Models?f_ri=4167"},{"id":27183,"name":"Decision-Making","url":"https://www.academia.edu/Documents/in/Decision-Making?f_ri=4167"},{"id":33555,"name":"Performance Measures","url":"https://www.academia.edu/Documents/in/Performance_Measures?f_ri=4167"},{"id":55505,"name":"Recession","url":"https://www.academia.edu/Documents/in/Recession?f_ri=4167"},{"id":55641,"name":"Performance Evaluation","url":"https://www.academia.edu/Documents/in/Performance_Evaluation?f_ri=4167"},{"id":95870,"name":"Executive Compensation","url":"https://www.academia.edu/Documents/in/Executive_Compensation?f_ri=4167"},{"id":130416,"name":"Corporate Governance and Financial reporting","url":"https://www.academia.edu/Documents/in/Corporate_Governance_and_Financial_reporting?f_ri=4167"},{"id":135375,"name":"Performance-based outcome measures","url":"https://www.academia.edu/Documents/in/Performance-based_outcome_measures?f_ri=4167"},{"id":200295,"name":"Board of Directors","url":"https://www.academia.edu/Documents/in/Board_of_Directors?f_ri=4167"},{"id":991549,"name":"CEO and Controls","url":"https://www.academia.edu/Documents/in/CEO_and_Controls?f_ri=4167"},{"id":4066821,"name":"economic shocks","url":"https://www.academia.edu/Documents/in/economic_shocks?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_48145852" data-work_id="48145852" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/48145852/The_Swedish_Corporate_Control_Model_Convergence_Persistence_or_Decline">The Swedish Corporate Control Model: Convergence, Persistence or Decline?</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/48145852" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="0f0a6c53efc3955b4b238732a7fe91ae" rel="nofollow" data-download="{"attachment_id":66909693,"asset_id":48145852,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/66909693/download_file?st=MTczMzA1MzMzMSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="115146771" href="https://independent.academia.edu/MHenrekson">Magnus Henrekson</a><script data-card-contents-for-user="115146771" 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}); });</script></span><script>$(function() { $(".js-view-count-work_48145852").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="48145852"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">15</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5975" href="https://www.academia.edu/Documents/in/Institutional_Theory">Institutional Theory</a>, <script data-card-contents-for-ri="5975" type="text/json">{"id":5975,"name":"Institutional Theory","url":"https://www.academia.edu/Documents/in/Institutional_Theory?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="6609" href="https://www.academia.edu/Documents/in/Relevance_Theory">Relevance Theory</a><script data-card-contents-for-ri="6609" type="text/json">{"id":6609,"name":"Relevance Theory","url":"https://www.academia.edu/Documents/in/Relevance_Theory?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=48145852]'), work: 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reform","url":"https://www.academia.edu/Documents/in/Regulatory_reform?f_ri=4167"},{"id":311931,"name":"STOCK EXCHANGE","url":"https://www.academia.edu/Documents/in/STOCK_EXCHANGE?f_ri=4167"},{"id":469793,"name":"Foreign Ownership","url":"https://www.academia.edu/Documents/in/Foreign_Ownership?f_ri=4167"},{"id":656620,"name":"Social Norm","url":"https://www.academia.edu/Documents/in/Social_Norm?f_ri=4167"},{"id":971218,"name":"Corporate Control","url":"https://www.academia.edu/Documents/in/Corporate_Control?f_ri=4167"},{"id":2772853,"name":"Law and Legal Studies","url":"https://www.academia.edu/Documents/in/Law_and_Legal_Studies?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_35601885" data-work_id="35601885" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/35601885/OECD_Principles_of_corporate_governance_2015_">OECD Principles of corporate governance (2015)</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The revised Principles maintain many of the recommendations from earlier versions as continuing essential components of an effective corporate governance framework. They also introduce some new issues and bring greater emphasis or... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_35601885" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The revised Principles maintain many of the recommendations from earlier versions as continuing essential components of an effective corporate governance framework. They also introduce some new issues and bring greater emphasis or additional clarity to others. While some of the Principles may be more appropriate for larger than for smaller companies, it is suggested that policymakers may wish to raise awareness of good corporate governance for all companies, including smaller and unlisted companies. <br />The Principles provide guidance through recommendations and annotations across six chapters: <br /> I)  Ensuring the basis for an effective corporate governance framework; The chapter emphasizes the role of corporate governance framework in promoting transparent and fair markets, and the efficient allocation of resources. It focuses on the quality and consistency the different elements of regulations that influence corporate governance practices and the division of responsibilities between authorities. In particular, new emphasis is placed on the quality of supervision and enforcement. The chapter also includes a new principle on the role of stock markets in supporting good corporate governance. <br />II)  The rights and equitable treatment of shareholders and key ownership functions; The chapter identifies basic shareholder rights, including the right to information and participation through the shareholder meeting in key company decisions. The chapter also deals with disclosure of control structures, such as different voting rights. New issues in this chapter include the use of information technology at shareholder meetings, the procedures for approval of related party transactions and shareholder participation in decisions on executive remuneration. <br />III)  Institutional investors, stock markets and other intermediaries; This is a new chapter which  addresses the need for sound economic incentives throughout the investment chain, with a particular focus on institutional investors acting in a fiduciary capacity. It also highlights the need to disclose and minimize conflicts of interest that may compromise the integrity of proxy advisors, analysts, brokers, rating agencies and others that provide analysis and advice that is relevant to investors. It also contains new principles with respect to cross border listings and the importance of fair and effective price discovery in stock markets. <br />IV)  The role of stakeholders in corporate governance; The Principles encourage active co-operation between corporations and stakeholders and underline the importance of recognising the rights of stakeholders established by law or through mutual agreements. The chapter also supports stakeholders’ access to information on a timely and regular basis and their rights to obtain redress for violations of their rights. <br />V)  Disclosure and transparency; The chapter identifies key areas of disclosure, such as the financial and operating results, company objectives, major share ownership, remuneration, related party transactions, risk factors, board members, etc.  New issues in this <br />chapter include the recognition of recent trends with respect to items of non-financial information that companies on a voluntary basis may include, for example in their management reports. <br />VI)  The responsibilities of the board; The chapter provides guidance with respect to key functions of the board of directors, including the review of corporate strategy, selecting and compensating management, overseeing major corporate acquisitions and divestitures, and ensuring the integrity of the corporation’s accounting and financial reporting systems. New issues in this chapter include the role of the board of directors in risk management, tax planning and internal audit. There is also a new principle recommending board training and evaluation and a recommendation on considering the establishment of specialized board committees in areas such as remuneration, audit and risk management.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/35601885" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ad799c48f9b570ef8b9020e8920f3cf6" rel="nofollow" data-download="{"attachment_id":55469099,"asset_id":35601885,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/55469099/download_file?st=MTczMzA1MzMzMSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="422742" href="https://unicatt.academia.edu/ClaudioSottoriva">Claudio Sottoriva</a><script data-card-contents-for-user="422742" type="text/json">{"id":422742,"first_name":"Claudio","last_name":"Sottoriva","domain_name":"unicatt","page_name":"ClaudioSottoriva","display_name":"Claudio Sottoriva","profile_url":"https://unicatt.academia.edu/ClaudioSottoriva?f_ri=4167","photo":"https://0.academia-photos.com/422742/101139/119921/s65_claudio.sottoriva.jpg"}</script></span></span></li><li class="js-paper-rank-work_35601885 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="35601885"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 35601885, container: ".js-paper-rank-work_35601885", }); 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$(".js-view-count[data-work-id=35601885]").text(description); $(".js-view-count-work_35601885").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_35601885").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="35601885"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="2095" href="https://www.academia.edu/Documents/in/Corporate_Law">Corporate Law</a>, <script data-card-contents-for-ri="2095" type="text/json">{"id":2095,"name":"Corporate Law","url":"https://www.academia.edu/Documents/in/Corporate_Law?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="7292" href="https://www.academia.edu/Documents/in/Corporate_Finance">Corporate Finance</a>, <script data-card-contents-for-ri="7292" type="text/json">{"id":7292,"name":"Corporate Finance","url":"https://www.academia.edu/Documents/in/Corporate_Finance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="51267" href="https://www.academia.edu/Documents/in/Corporate_Strategy">Corporate Strategy</a><script data-card-contents-for-ri="51267" type="text/json">{"id":51267,"name":"Corporate Strategy","url":"https://www.academia.edu/Documents/in/Corporate_Strategy?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=35601885]'), work: {"id":35601885,"title":"OECD Principles of corporate governance (2015)","created_at":"2018-01-07T08:31:36.934-08:00","url":"https://www.academia.edu/35601885/OECD_Principles_of_corporate_governance_2015_?f_ri=4167","dom_id":"work_35601885","summary":"The revised Principles maintain many of the recommendations from earlier versions as continuing essential components of an effective corporate governance framework. They also introduce some new issues and bring greater emphasis or additional clarity to others. While some of the Principles may be more appropriate for larger than for smaller companies, it is suggested that policymakers may wish to raise awareness of good corporate governance for all companies, including smaller and unlisted companies. \nThe Principles provide guidance through recommendations and annotations across six chapters: \n I) Ensuring the basis for an effective corporate governance framework; The chapter emphasizes the role of corporate governance framework in promoting transparent and fair markets, and the efficient allocation of resources. It focuses on the quality and consistency the different elements of regulations that influence corporate governance practices and the division of responsibilities between authorities. In particular, new emphasis is placed on the quality of supervision and enforcement. The chapter also includes a new principle on the role of stock markets in supporting good corporate governance. \nII) The rights and equitable treatment of shareholders and key ownership functions; The chapter identifies basic shareholder rights, including the right to information and participation through the shareholder meeting in key company decisions. The chapter also deals with disclosure of control structures, such as different voting rights. New issues in this chapter include the use of information technology at shareholder meetings, the procedures for approval of related party transactions and shareholder participation in decisions on executive remuneration. \nIII) Institutional investors, stock markets and other intermediaries; This is a new chapter which addresses the need for sound economic incentives throughout the investment chain, with a particular focus on institutional investors acting in a fiduciary capacity. It also highlights the need to disclose and minimize conflicts of interest that may compromise the integrity of proxy advisors, analysts, brokers, rating agencies and others that provide analysis and advice that is relevant to investors. It also contains new principles with respect to cross border listings and the importance of fair and effective price discovery in stock markets. \nIV) The role of stakeholders in corporate governance; The Principles encourage active co-operation between corporations and stakeholders and underline the importance of recognising the rights of stakeholders established by law or through mutual agreements. The chapter also supports stakeholders’ access to information on a timely and regular basis and their rights to obtain redress for violations of their rights. \nV) Disclosure and transparency; The chapter identifies key areas of disclosure, such as the financial and operating results, company objectives, major share ownership, remuneration, related party transactions, risk factors, board members, etc. New issues in this \nchapter include the recognition of recent trends with respect to items of non-financial information that companies on a voluntary basis may include, for example in their management reports. \nVI) The responsibilities of the board; The chapter provides guidance with respect to key functions of the board of directors, including the review of corporate strategy, selecting and compensating management, overseeing major corporate acquisitions and divestitures, and ensuring the integrity of the corporation’s accounting and financial reporting systems. New issues in this chapter include the role of the board of directors in risk management, tax planning and internal audit. There is also a new principle recommending board training and evaluation and a recommendation on considering the establishment of specialized board committees in areas such as remuneration, audit and risk management. ","downloadable_attachments":[{"id":55469099,"asset_id":35601885,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":422742,"first_name":"Claudio","last_name":"Sottoriva","domain_name":"unicatt","page_name":"ClaudioSottoriva","display_name":"Claudio Sottoriva","profile_url":"https://unicatt.academia.edu/ClaudioSottoriva?f_ri=4167","photo":"https://0.academia-photos.com/422742/101139/119921/s65_claudio.sottoriva.jpg"}],"research_interests":[{"id":2095,"name":"Corporate Law","url":"https://www.academia.edu/Documents/in/Corporate_Law?f_ri=4167","nofollow":false},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":7292,"name":"Corporate Finance","url":"https://www.academia.edu/Documents/in/Corporate_Finance?f_ri=4167","nofollow":false},{"id":51267,"name":"Corporate Strategy","url":"https://www.academia.edu/Documents/in/Corporate_Strategy?f_ri=4167","nofollow":false},{"id":165429,"name":"Diritto commerciale","url":"https://www.academia.edu/Documents/in/Diritto_commerciale?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_1531601" data-work_id="1531601" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/1531601/Executive_Compensation_Position_Paper">Executive Compensation Position Paper</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">This article reflects on my thoughts about what CEO"s make and how much effort they provide their company that they oversee vs how much money they make.</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/1531601" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="d41c9e33ca8e61860d55df8d2c972d0a" rel="nofollow" data-download="{"attachment_id":12654371,"asset_id":1531601,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/12654371/download_file?st=MTczMzA1MzMzMSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1647436" href="https://uttyler.academia.edu/LeeWilson">Lee Wilson</a><script data-card-contents-for-user="1647436" type="text/json">{"id":1647436,"first_name":"Lee","last_name":"Wilson","domain_name":"uttyler","page_name":"LeeWilson","display_name":"Lee Wilson","profile_url":"https://uttyler.academia.edu/LeeWilson?f_ri=4167","photo":"https://0.academia-photos.com/1647436/572582/730581/s65_lee.wilson.jpg"}</script></span></span></li><li class="js-paper-rank-work_1531601 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="1531601"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 1531601, container: ".js-paper-rank-work_1531601", }); });</script></li><li class="js-percentile-work_1531601 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 1531601; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_1531601"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_1531601 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="1531601"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 1531601; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=1531601]").text(description); $(".js-view-count-work_1531601").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_1531601").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="1531601"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4169" href="https://www.academia.edu/Documents/in/CEO_compensation">CEO compensation</a>, <script data-card-contents-for-ri="4169" type="text/json">{"id":4169,"name":"CEO compensation","url":"https://www.academia.edu/Documents/in/CEO_compensation?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="11035" href="https://www.academia.edu/Documents/in/Regulation">Regulation</a>, <script data-card-contents-for-ri="11035" type="text/json">{"id":11035,"name":"Regulation","url":"https://www.academia.edu/Documents/in/Regulation?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="12061" href="https://www.academia.edu/Documents/in/Risk_Management">Risk Management</a><script data-card-contents-for-ri="12061" type="text/json">{"id":12061,"name":"Risk Management","url":"https://www.academia.edu/Documents/in/Risk_Management?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=1531601]'), work: {"id":1531601,"title":"Executive Compensation Position Paper","created_at":"2012-05-01T07:54:06.402-07:00","url":"https://www.academia.edu/1531601/Executive_Compensation_Position_Paper?f_ri=4167","dom_id":"work_1531601","summary":"This article reflects on my thoughts about what CEO\"s make and how much effort they provide their company that they oversee vs how much money they make.","downloadable_attachments":[{"id":12654371,"asset_id":1531601,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1647436,"first_name":"Lee","last_name":"Wilson","domain_name":"uttyler","page_name":"LeeWilson","display_name":"Lee Wilson","profile_url":"https://uttyler.academia.edu/LeeWilson?f_ri=4167","photo":"https://0.academia-photos.com/1647436/572582/730581/s65_lee.wilson.jpg"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":4169,"name":"CEO compensation","url":"https://www.academia.edu/Documents/in/CEO_compensation?f_ri=4167","nofollow":false},{"id":11035,"name":"Regulation","url":"https://www.academia.edu/Documents/in/Regulation?f_ri=4167","nofollow":false},{"id":12061,"name":"Risk Management","url":"https://www.academia.edu/Documents/in/Risk_Management?f_ri=4167","nofollow":false},{"id":95870,"name":"Executive Compensation","url":"https://www.academia.edu/Documents/in/Executive_Compensation?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_79427915" data-work_id="79427915" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/79427915/Performance_Contract_and_Performance_Evaluation_of_State_Owned_Enterprises_Insights_from_the_Goal_Setting_Theory">Performance Contract and Performance Evaluation of State-Owned Enterprises: Insights from the Goal Setting Theory</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Performance contract (PC) is one of the initiatives under the impulse of reforming State-Owned Enterprises (SOEs) to among other things, ensure improved SOE performance. Studies however show mixed results in relation to improved SOE... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_79427915" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Performance contract (PC) is one of the initiatives under the impulse of reforming State-Owned Enterprises (SOEs) to among other things, ensure improved SOE performance. Studies however show mixed results in relation to improved SOE performance, and the general perception is that targets in PCs are not challenging enough. Drawing on the goal setting theory, this article provides further theoretical explanations for the application and impact of PCs using evidence from Ghana, the first Anglophone nation in Africa to adopt and implement the PC reform programmes. Relying primarily on data from PCs, SOE evaluation reports, and interviews, findings suggest that the quality of targets in PCs has been improving over the years. Moreover, the goal setting theory element, commitment, is crucial to achieving desirable outcome from PC as a performance evaluation tool.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/79427915" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ad1fb40f4867bdf176c14bcdbe39f7e8" rel="nofollow" data-download="{"attachment_id":86146704,"asset_id":79427915,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/86146704/download_file?st=MTczMzA1MzMzMSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="517043" href="https://ugbs.academia.edu/samuelsimpson">Samuel N . Y Simpson Ph.D</a><script data-card-contents-for-user="517043" type="text/json">{"id":517043,"first_name":"Samuel","last_name":"Simpson Ph.D","domain_name":"ugbs","page_name":"samuelsimpson","display_name":"Samuel N . Y Simpson Ph.D","profile_url":"https://ugbs.academia.edu/samuelsimpson?f_ri=4167","photo":"https://0.academia-photos.com/517043/73937721/62426841/s65_samuel.simpson_ph.d.png"}</script></span></span></li><li class="js-paper-rank-work_79427915 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="79427915"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 79427915, container: ".js-paper-rank-work_79427915", }); });</script></li><li class="js-percentile-work_79427915 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 79427915; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_79427915"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_79427915 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="79427915"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 79427915; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=79427915]").text(description); $(".js-view-count-work_79427915").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_79427915").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="79427915"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="26" href="https://www.academia.edu/Documents/in/Business">Business</a>, <script data-card-contents-for-ri="26" type="text/json">{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="799" href="https://www.academia.edu/Documents/in/Public_Administration">Public Administration</a>, <script data-card-contents-for-ri="799" type="text/json">{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="9620" href="https://www.academia.edu/Documents/in/Ghana">Ghana</a><script data-card-contents-for-ri="9620" type="text/json">{"id":9620,"name":"Ghana","url":"https://www.academia.edu/Documents/in/Ghana?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=79427915]'), work: {"id":79427915,"title":"Performance Contract and Performance Evaluation of State-Owned Enterprises: Insights from the Goal Setting Theory","created_at":"2022-05-19T00:46:58.724-07:00","url":"https://www.academia.edu/79427915/Performance_Contract_and_Performance_Evaluation_of_State_Owned_Enterprises_Insights_from_the_Goal_Setting_Theory?f_ri=4167","dom_id":"work_79427915","summary":"Performance contract (PC) is one of the initiatives under the impulse of reforming State-Owned Enterprises (SOEs) to among other things, ensure improved SOE performance. Studies however show mixed results in relation to improved SOE performance, and the general perception is that targets in PCs are not challenging enough. Drawing on the goal setting theory, this article provides further theoretical explanations for the application and impact of PCs using evidence from Ghana, the first Anglophone nation in Africa to adopt and implement the PC reform programmes. Relying primarily on data from PCs, SOE evaluation reports, and interviews, findings suggest that the quality of targets in PCs has been improving over the years. Moreover, the goal setting theory element, commitment, is crucial to achieving desirable outcome from PC as a performance evaluation tool.","downloadable_attachments":[{"id":86146704,"asset_id":79427915,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":517043,"first_name":"Samuel","last_name":"Simpson Ph.D","domain_name":"ugbs","page_name":"samuelsimpson","display_name":"Samuel N . Y Simpson Ph.D","profile_url":"https://ugbs.academia.edu/samuelsimpson?f_ri=4167","photo":"https://0.academia-photos.com/517043/73937721/62426841/s65_samuel.simpson_ph.d.png"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=4167","nofollow":false},{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=4167","nofollow":false},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":9620,"name":"Ghana","url":"https://www.academia.edu/Documents/in/Ghana?f_ri=4167","nofollow":false},{"id":349420,"name":"Performance Contract","url":"https://www.academia.edu/Documents/in/Performance_Contract?f_ri=4167"},{"id":474014,"name":"Public Administration and Governance","url":"https://www.academia.edu/Documents/in/Public_Administration_and_Governance?f_ri=4167"},{"id":565055,"name":"Goal setting theory","url":"https://www.academia.edu/Documents/in/Goal_setting_theory?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_77609353" data-work_id="77609353" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/77609353/The_Dynamics_of_Public_School_Collective_Bargaining_and_Its_Impacts_on_Governance_Administration_and_Teaching">The Dynamics of Public School Collective Bargaining and Its Impacts on Governance, Administration and Teaching</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/77609353" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="2e6634d189ed53e13a1fa476039c8580" rel="nofollow" data-download="{"attachment_id":84932425,"asset_id":77609353,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/84932425/download_file?st=MTczMzA1MzMzMSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="30464334" href="https://independent.academia.edu/DouglasEMitchell">Douglas E. Mitchell</a><script data-card-contents-for-user="30464334" type="text/json">{"id":30464334,"first_name":"Douglas E.","last_name":"Mitchell","domain_name":"independent","page_name":"DouglasEMitchell","display_name":"Douglas E. Mitchell","profile_url":"https://independent.academia.edu/DouglasEMitchell?f_ri=4167","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_77609353 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="77609353"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 77609353, container: ".js-paper-rank-work_77609353", }); });</script></li><li class="js-percentile-work_77609353 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 77609353; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_77609353"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_77609353 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="77609353"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 77609353; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=77609353]").text(description); $(".js-view-count-work_77609353").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_77609353").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="77609353"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4486" href="https://www.academia.edu/Documents/in/Political_Science">Political Science</a>, <script data-card-contents-for-ri="4486" type="text/json">{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5167" href="https://www.academia.edu/Documents/in/Governance">Governance</a>, <script data-card-contents-for-ri="5167" type="text/json">{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="7099" href="https://www.academia.edu/Documents/in/Case_Studies">Case Studies</a><script data-card-contents-for-ri="7099" type="text/json">{"id":7099,"name":"Case Studies","url":"https://www.academia.edu/Documents/in/Case_Studies?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=77609353]'), work: {"id":77609353,"title":"The Dynamics of Public School Collective Bargaining and Its Impacts on Governance, Administration and Teaching","created_at":"2022-04-25T17:42:34.866-07:00","url":"https://www.academia.edu/77609353/The_Dynamics_of_Public_School_Collective_Bargaining_and_Its_Impacts_on_Governance_Administration_and_Teaching?f_ri=4167","dom_id":"work_77609353","summary":null,"downloadable_attachments":[{"id":84932425,"asset_id":77609353,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":30464334,"first_name":"Douglas E.","last_name":"Mitchell","domain_name":"independent","page_name":"DouglasEMitchell","display_name":"Douglas E. Mitchell","profile_url":"https://independent.academia.edu/DouglasEMitchell?f_ri=4167","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=4167","nofollow":false},{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=4167","nofollow":false},{"id":7099,"name":"Case Studies","url":"https://www.academia.edu/Documents/in/Case_Studies?f_ri=4167","nofollow":false},{"id":13614,"name":"Conflict Resolution","url":"https://www.academia.edu/Documents/in/Conflict_Resolution?f_ri=4167"},{"id":149123,"name":"Organizational Theories","url":"https://www.academia.edu/Documents/in/Organizational_Theories?f_ri=4167"},{"id":217021,"name":"Labor Relations","url":"https://www.academia.edu/Documents/in/Labor_Relations?f_ri=4167"},{"id":952571,"name":"Music Information Dynamics","url":"https://www.academia.edu/Documents/in/Music_Information_Dynamics?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_68876190" data-work_id="68876190" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/68876190/Bananas_Ethical_Quality_Multi_stakeholders_Corporate_Social_Responsibility_and_Corporate_Governance">Bananas Ethical Quality: Multi-stakeholders, Corporate Social Responsibility and Corporate Governance</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This paper examines a recent and very specific development in the field of corporate governance. The regulation of “corporate social responsibility,” that is corporate compliance with society’s expectations in regard to issues like... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_68876190" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This paper examines a recent and very specific development in the field of corporate governance. The regulation of “corporate social responsibility,” that is corporate compliance with society’s expectations in regard to issues like working conditions and environmental impact has shifted from government agencies to civil society organizations, more specifically NGO’s or Non Governmental Organizations. This means that standards are more often negotiated and the subject of voluntary agreements. Since corporations enter into these agreements on a voluntary basis, the enforcement of these arrangements must be at least partially carried out through internal corporate mechanisms. We examine these issues using the example of the banana industry.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/68876190" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="aa11fe7ac4cc4e0354d315e235dfd486" rel="nofollow" data-download="{"attachment_id":79192629,"asset_id":68876190,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/79192629/download_file?st=MTczMzA1MzMzMSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="113677" href="https://eafit.academia.edu/MariaAlejandraGonzalezPerez">Maria Alejandra Gonzalez-Perez</a><script data-card-contents-for-user="113677" type="text/json">{"id":113677,"first_name":"Maria Alejandra","last_name":"Gonzalez-Perez","domain_name":"eafit","page_name":"MariaAlejandraGonzalezPerez","display_name":"Maria Alejandra Gonzalez-Perez","profile_url":"https://eafit.academia.edu/MariaAlejandraGonzalezPerez?f_ri=4167","photo":"https://0.academia-photos.com/113677/30669/16456519/s65_maria_alejandra.gonzalez-perez.png"}</script></span></span></li><li class="js-paper-rank-work_68876190 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="68876190"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 68876190, container: ".js-paper-rank-work_68876190", }); });</script></li><li class="js-percentile-work_68876190 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 68876190; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_68876190"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_68876190 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="68876190"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 68876190; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=68876190]").text(description); $(".js-view-count-work_68876190").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_68876190").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="68876190"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="26" href="https://www.academia.edu/Documents/in/Business">Business</a>, <script data-card-contents-for-ri="26" type="text/json">{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1452" href="https://www.academia.edu/Documents/in/Corporate_Social_Responsibility">Corporate Social Responsibility</a>, <script data-card-contents-for-ri="1452" type="text/json">{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a><script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=68876190]'), work: {"id":68876190,"title":"Bananas Ethical Quality: Multi-stakeholders, Corporate Social Responsibility and Corporate Governance","created_at":"2022-01-20T12:50:12.000-08:00","url":"https://www.academia.edu/68876190/Bananas_Ethical_Quality_Multi_stakeholders_Corporate_Social_Responsibility_and_Corporate_Governance?f_ri=4167","dom_id":"work_68876190","summary":"This paper examines a recent and very specific development in the field of corporate governance. The regulation of “corporate social responsibility,” that is corporate compliance with society’s expectations in regard to issues like working conditions and environmental impact has shifted from government agencies to civil society organizations, more specifically NGO’s or Non Governmental Organizations. This means that standards are more often negotiated and the subject of voluntary agreements. Since corporations enter into these agreements on a voluntary basis, the enforcement of these arrangements must be at least partially carried out through internal corporate mechanisms. We examine these issues using the example of the banana industry.","downloadable_attachments":[{"id":79192629,"asset_id":68876190,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":113677,"first_name":"Maria Alejandra","last_name":"Gonzalez-Perez","domain_name":"eafit","page_name":"MariaAlejandraGonzalezPerez","display_name":"Maria Alejandra Gonzalez-Perez","profile_url":"https://eafit.academia.edu/MariaAlejandraGonzalezPerez?f_ri=4167","photo":"https://0.academia-photos.com/113677/30669/16456519/s65_maria_alejandra.gonzalez-perez.png"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=4167","nofollow":false},{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=4167","nofollow":false},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_55280933" data-work_id="55280933" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/55280933/Impact_of_Task_Performance_Fraud_Risk_Assessment_on_Forensic_Skills_and_Mindsets_Experience_from_Nigeria">Impact of Task Performance Fraud Risk Assessment on Forensic Skills and Mindsets: Experience from Nigeria</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This paper discusses the impact of task performance, fraud risk assessment and forensic accountants and auditors’ skills and mindsets in the Nigerian public sector. It also draws the attention of the users of public sector accountants and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_55280933" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This paper discusses the impact of task performance, fraud risk assessment and forensic accountants and auditors’ skills and mindsets in the Nigerian public sector. It also draws the attention of the users of public sector accountants and auditors such as the Economic and Financial Crimes Commission, the Independent Corrupt Practices Commission, Special Control Unit of Money Laundering, Terrorism Financing and White collar crimes. The objective of the study is to enhance the fraud risk assessment task performance in the Office of both Auditor General for the Federation and Accountant General of the Federation through the effective use of skills and mindsets (forensic accountant and auditor), which will usher in the best corporate governance practices in the Nigerian public sector. Thus, the study suggests performance measurement can be improved considering the impact of forensic accountant skills and mindsets on fraud risk assessment in the Nigerian public sector.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/55280933" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="2494f0273b9845de9e6d71d12437c125" rel="nofollow" data-download="{"attachment_id":71225465,"asset_id":55280933,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/71225465/download_file?st=MTczMzA1MzMzMSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="57797279" href="https://uum.academia.edu/ToyinPopoolaPhDMBAFCTIFCACFA">Oluwatoyin M J Popoola PhD, MBA, PGDAF, FCTI, FCA, CFA, RPA</a><script data-card-contents-for-user="57797279" type="text/json">{"id":57797279,"first_name":"Oluwatoyin","last_name":"Popoola PhD, MBA, PGDAF, FCTI, FCA, CFA, RPA","domain_name":"uum","page_name":"ToyinPopoolaPhDMBAFCTIFCACFA","display_name":"Oluwatoyin M J Popoola PhD, MBA, PGDAF, FCTI, FCA, CFA, RPA","profile_url":"https://uum.academia.edu/ToyinPopoolaPhDMBAFCTIFCACFA?f_ri=4167","photo":"https://0.academia-photos.com/57797279/17604089/17659962/s65_toyin.popoola_phd_mba_fcti_fca_cfa.jpg"}</script></span></span></li><li class="js-paper-rank-work_55280933 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="55280933"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 55280933, container: ".js-paper-rank-work_55280933", }); 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It also draws the attention of the users of public sector accountants and auditors such as the Economic and Financial Crimes Commission, the Independent Corrupt Practices Commission, Special Control Unit of Money Laundering, Terrorism Financing and White collar crimes. The objective of the study is to enhance the fraud risk assessment task performance in the Office of both Auditor General for the Federation and Accountant General of the Federation through the effective use of skills and mindsets (forensic accountant and auditor), which will usher in the best corporate governance practices in the Nigerian public sector. Thus, the study suggests performance measurement can be improved considering the impact of forensic accountant skills and mindsets on fraud risk assessment in the Nigerian public sector.","downloadable_attachments":[{"id":71225465,"asset_id":55280933,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":57797279,"first_name":"Oluwatoyin","last_name":"Popoola PhD, MBA, PGDAF, FCTI, FCA, CFA, RPA","domain_name":"uum","page_name":"ToyinPopoolaPhDMBAFCTIFCACFA","display_name":"Oluwatoyin M J Popoola PhD, MBA, PGDAF, FCTI, FCA, CFA, RPA","profile_url":"https://uum.academia.edu/ToyinPopoolaPhDMBAFCTIFCACFA?f_ri=4167","photo":"https://0.academia-photos.com/57797279/17604089/17659962/s65_toyin.popoola_phd_mba_fcti_fca_cfa.jpg"}],"research_interests":[{"id":3490,"name":"Accounting","url":"https://www.academia.edu/Documents/in/Accounting?f_ri=4167","nofollow":false},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=4167","nofollow":false},{"id":6101,"name":"Fraud Detection And Prevention","url":"https://www.academia.edu/Documents/in/Fraud_Detection_And_Prevention?f_ri=4167","nofollow":false},{"id":9305,"name":"Auditing","url":"https://www.academia.edu/Documents/in/Auditing?f_ri=4167","nofollow":false},{"id":12061,"name":"Risk Management","url":"https://www.academia.edu/Documents/in/Risk_Management?f_ri=4167"},{"id":63230,"name":"Forensic Accounting","url":"https://www.academia.edu/Documents/in/Forensic_Accounting?f_ri=4167"},{"id":111368,"name":"Fraud","url":"https://www.academia.edu/Documents/in/Fraud?f_ri=4167"},{"id":1723635,"name":"Public Policy","url":"https://www.academia.edu/Documents/in/Public_Policy?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_47314218" data-work_id="47314218" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/47314218/Post_traditional_Corporate_Governance">Post-traditional Corporate Governance</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/47314218" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6a72020c81195ef3b056e1fe3808290b" rel="nofollow" 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type="text/json">{"id":12144,"name":"Corporate Citizenship","url":"https://www.academia.edu/Documents/in/Corporate_Citizenship?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="62228" href="https://www.academia.edu/Documents/in/Stakeholder_Theory">Stakeholder Theory</a>, <script data-card-contents-for-ri="62228" type="text/json">{"id":62228,"name":"Stakeholder Theory","url":"https://www.academia.edu/Documents/in/Stakeholder_Theory?f_ri=4167","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a><script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=4167","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: 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Citizenship","url":"https://www.academia.edu/Documents/in/Corporate_Citizenship?f_ri=4167","nofollow":false},{"id":62228,"name":"Stakeholder Theory","url":"https://www.academia.edu/Documents/in/Stakeholder_Theory?f_ri=4167","nofollow":false},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=4167","nofollow":false},{"id":2511606,"name":"spatial context","url":"https://www.academia.edu/Documents/in/spatial_context?f_ri=4167"}]}, }) } })();</script></ul></li></ul></div></div></div><div class="u-taCenter Pagination"><ul class="pagination"><li class="next_page"><a href="/Documents/in/Corporate_Governance?after=50%2C47314218" rel="next">Next</a></li><li class="last next"><a href="/Documents/in/Corporate_Governance?page=last">Last »</a></li></ul></div></div><div class="hidden-xs hidden-sm"><div class="u-pl6x"><div style="width: 300px;"><div class="panel panel-flat u-mt7x"><div class="panel-heading u-p5x"><div 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