The Deviant Organization and the Bad Apple CEO: Ideology and Accountability in Media Coverage of Corporate Scandals

Social Forces ◽  
2010 ◽  
Vol 88 (5) ◽  
pp. 2189-2216 ◽  
Author(s):  
M. O. Benediktsson
2015 ◽  
Vol 4 (1) ◽  
pp. 112-129
Author(s):  
Malla Praveen Bhasa

In the past two decades, corporate governance (CG) literature has grown in leaps and bounds. The quick succession with which some corporate scandals surfaced in the early 2000s and their extensive media coverage have prodded the social science researchers to go back to their story boards and examine the reasons for such scandals. Interestingly, corporate behaviour was no more the exclusive preserve of micro-economists and finance researchers. Instead, researchers from different disciplines like philosophy, psychology, sociology and law too joined in examining issues related to what is today popularly known as corporate governance. Each scholar tested hypothesis and offered explanations in a language native to her own discipline. Given the pervasiveness of the social sciences, very soon corporate governance begun to be explained and understood in an increasingly multi-disciplinary perspective. Each discipline brought in its own unique flavour in picking and explaining the nuances of corporate governance. With so many disciplines contributing to a single overarching theme, it is no surprise that today there is a surfeit of corporate governance literature and more continues to get added every single day. This paper reviews the growth and development of CG literature over the past eight decades. In doing so, it studies 1789 published research papers to track how literature organized itself to build the CG discourse.


2018 ◽  
Vol 2018 (1) ◽  
pp. 18369
Author(s):  
Lutz Preuss ◽  
Ralf Barkemeyer ◽  
Olivier Gergaud ◽  
Christophe Faugère

2020 ◽  
Author(s):  
Edward J Carberry ◽  
Edward J Zajac

Abstract The corporate scandals and market crashes of the 2000s generated significant criticism of the shareholder value orientation (SVO) in the USA. We offer a sociopolitical analysis of how this criticism triggered changes in stock-based executive compensation, a central practice associated with the SVO. We first analyze how corporate stakeholders redefined different forms of stock-based compensation, motivated new regulations and wielded direct challenges to specific firms. We then predict how firm-specific differences in external challenges and intra-firm power relationships were related to changes in the use of stock options and restricted stock grants (RSGs), testing our predictions using a longitudinal dataset of S&P 500 executives between 2002 and 2012. We find that firms facing negative media coverage of their executive compensation practices made less use of both forms of stock-based compensation, while firms facing shareholder activism only made less use of stock options, the form that was more heavily criticized. In addition, firms with more powerful CEOs utilized RSGs more heavily and did so even when facing media criticism. Our findings demonstrate that while stock options were vulnerable to change, stock-based compensation remained resilient because the structural power of CEOs, a core corporate governance feature of the SVO, also remained resilient.


ASHA Leader ◽  
2013 ◽  
Vol 18 (7) ◽  

Summer kicking into high gear conjures images of swimming pools and barbeques. But before you book your beach house for the weekend, think about what the changing seasons can mean for you professionally.


2004 ◽  
Author(s):  
Gabriel Cavaglion ◽  
Odeda Steinberg
Keyword(s):  

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