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A recent research results have shown that most of the companies' corporate social responsibility is limited to specific corporate responsibility themes. The responsibility themes are working efficiency, safety, environmental protection, quality and innovation, transparency, skill development and responsible citizenship.

The recommendations of Cadbury Committee Report of 1992 on corporate governance in United Kingdom is examined.

The huge losses experienced by Barings Bank and Daiwa bank in the 1990s and the more recent implosions of Enron and WorldCom have underlined the reality that effective risk management [...]

In Italy, corporate governance is obtained by pyramidal groups who control non-voting shares. This paper proposes that better protection of investors increases the likelihood of corporate growth as it will allow separation between ownership and control.

The attribution of bad results and good results is studied using corporate reports from 1985 (a bad year) and 1994 ( a good year) of 147 companies listed on the Stock Exchange of Singapore. Good results were consistently attributed to management and bad results were attributed to external forces.

Not for release or distribution in the US Driverless cars, the sharing economy and block chain are three of the top sources of disruption for Australia's insurance and diversified financial [...]

Byline: Saba Khalid Organising cooperative institutional forms such as alliances, mergers, joint ventures and acquisitions on the basis of their comparative performance is critical for firms dealing in make or buy decisions. The decision may appear more significant if managers decide by comparing performance aspects of production activities of alternative cooperative forms. This study presents a less rigid view of the framework of transaction cost approach to develop its implications for organising cooperative governance forms. This framework adapts 'capability' as one of the transactional dimensions where transaction costs could be minimised within the exchange conditions of complementarity between the partners. This transactional dimension is conceptualised to minimise the risks of moral hazards, as the framework further translates the transactional dimension into complementary capabilities and complementary investments. Thus, the relationship between capability, complementary capability and complementary investments is conceptualised as a key performance measure of the cooperative relationship development process.

Byline: Brian J. Chartier Achieving good governance in a large organisation requires a harmonisation of various activities that occur in various functional groups. Main board activity is often the key priority for corporate secretaries and compliance officers. In most big companies there are also several downstream entities that need to have the right processes and proper guidance to maintain high governance standards. Not paying attention to all the various entities can lead to governance failures and often result in damaged corporate reputations. Technology needs to be part of a total solution in building an effective governance framework. Subsidiaries need to be included in the total corporate picture when it comes to compliance activities and should be included in the corporate governance initiatives. The risk of not taking this approach is that they will either flounder or develop their own solutions which can lead to increased costs, duplication or worst, non-compliance with regulatory codes.

Byline: John F. Mahon, Steven L. Wartick This paper is an attempt to merge the concepts of social performance, strategy and stakeholders into a useful framework. The utility of the framework is meant to aid practitioners in making decisions and assessing the interplay of social performance, strategy and stakeholders in day-to-day managerial operations. In addition, we have proposed a model and approach that we believe are useful for future research. Finally, we propose a methodology for actual measurement of corporate social performance that is of value to practising managers and researchers.