Corporate Governance: Volume 3 Issue 4
Strapline:
The international journal of business in societyTable of contents
Board configuration: building better boards
C.B. Ingley, N.T. van der WaltBoard configuration is discussed in the context of the perceived needs of the board as a strategic resource of the organization. This is highlighted in the context of the…
Long‐term incentive schemes, executive remuneration and corporate performance: an empirical study
Christopher PassUK plcs use option schemes and increasingly long‐term incentive plans (LTIP’s) to reward their executive directors in order to improve corporate performance and align their…
Trust and control – a symbiotic relationship?
Denise Skinner, Laura F. SpiraTraditional approaches to management which incorporate top‐down systems of control do not readily accommodate the need, imposed by a changing business environment, for more…
Corporate social responsibility in a total quality management context: opportunities for sustainable growth
Rodney McAdam, Denis LeonardThe aim of this paper is to explore how quality management can act as a foundation and key catalyst for developing corporate social responsibility (CSR) within organizations. CSR…
Corporate reputation: the boardroom challenge
Andrew PharoahBoardroom recognition of the importance of reputation as a key business driver is growing. This article analyses the findings of the Corporate Reputation Watch – a study by Harris…
Management turnarounds: diagnosing business ailments
Phillip Scott ScherrerThe process of business decline can be identified through various warning signals that are concomitant with the decline process. These warning signals are noticed in both the…
ISSN:
1472-0701Online date, start – end:
2001Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Professor Gabriel Eweje