5. Best Practices in Corporate Governance: What Two Decades of Research Reveals /

2009 ◽  
pp. 90-112 ◽  
Keyword(s):  
Corporate Governance ◽  
Best Practices

scholarly journals De illusie van onafhankelijkheid

2004 ◽  
Vol 78 (9) ◽  
pp. 398-403
Author(s):  
H. Van Ees ◽  
Theo Postma
Keyword(s):  
Corporate Governance ◽  
Best Practices ◽  
Black Box ◽  
Wetenschappelijk Onderzoek ◽  
Onderzoek Naar ◽  
Voor Onderzoek

De aanbevelingen van de code Tabaksblat zijn ontleend aan ‘best practices’. De vraag rijst waarop ‘best practices’ zijn gebaseerd en wat er mee wordt beoogd. In dit artikel zal worden betoogd dat de code mogelijk de legitimiteit van corporate governance instituties, in het bijzonder de Raad van Commissarissen (RvC), vergroot, maar niet noodzakelijkerwijs het effectief functioneren van deze instituties. De argumentatie hiervoor is dat de code Tabaksblat vooral richtlijnen over de RvC geeft en weinig over het daadwerkelijke gedrag van de raad zegt. De resultaten van wetenschappelijk onderzoek naar de relatie tussen kenmerken van de RvC en de prestatie van de onderneming laten geen eenduidige interpretatie toe. Daartoe is vooral meer onderzoek nodig naar de onderlinge relatie tussen dergelijke kenmerken enerzijds en de besluitvormingsprocessen en activiteiten van de Raad anderzijds. Gepleit wordt voor onderzoek dat zich richt op het openen van deze Black box. Dit wordt toegelicht aan de hand van de discussie inzake onafhankelijkheid van commissarissen. Onze conclusie is dat de formele behandeling van het begrip onafhankelijkheid in de code Tabaksblat waarschijnlijk niet het beoogde effect zal sorteren. Dit vanwege de te beperkte invulling van het begrip en de veronachtzaming van de meer procesmatige aspecten van het functioneren van de RvC. Een vervolgcode zou naar onze mening meer moeten inspelen op hoe commissarissen met elkaar en met de raad van bestuur omgaan. Onafhankelijkheid wordt dan meer benaderd in termen van mentale onafhankelijkheid, ‘dingen anders zien’, goed geïnformeerd willen zijn en het denken van bestuurders willen uitdagen. Dit vraagt betrokkenheid van commissarissen en leiderschap van de voorzitter van de RvC. Op deze punten kunnen opleidingen voor commissarissen ook een rol spelen.

Family Business Governance

2021 ◽  
pp. 24-40
Author(s):  
Reena Agrawal ◽  
Ganga Bhavani
Keyword(s):  
Corporate Governance ◽  
Best Practices ◽  
Family Business ◽  
Family Businesses ◽  
Business Strategies ◽  
Business Organizations ◽  
Substantial Portion ◽  
Advantages And Disadvantages ◽  
The World

Corporate governance is a significant tool to build strong and long relationships among various stakeholders in kinds of business organizations. Family businesses are not an exception to this. Like any other businesses, family businesses also need to have governance in place and practice to achieve the business strategies and to have long-term succession. Family-owned businesses are the backbone of many countries' economies in the world contributing substantial portion of GDP. Considering these, it is important to know the best practices of governance in family owned business organizations and the role played by governance to improve the strengths of these businesses. The chapter throws light on family business governance and explores various important practices highlighting their advantages and disadvantages in detail.

scholarly journals Analysis of Pre and Post-MCCG 2017: Leadership Effectiveness Through the Board Nomination Committee of Top 50 Malaysian PLCs

2020 ◽  
Vol 11 (2) ◽  
pp. 43
Author(s):  
Dayana Mastura Baharudin ◽  
Maran Marimuthu
Keyword(s):  
Corporate Governance ◽  
Best Practices ◽  
Statistical Methods ◽  
Design Methodology ◽  
Annual Review ◽  
Target List ◽  
Corporate Governance Code ◽  
Recruitment Activities ◽  
The Right ◽  
The Impact

Purpose – This paper investigates the impact of the two main aspects on selecting the right Board candidate including best practices within the position and structure along with the recruitment activities proposed under the Malaysian Corporate Governance Code (Code) compared across 2012 and 2017.Design/ methodology approach - For this analysis, a target list of the top 50 PLCs based on market capitalization was gathered from 784 Malaysian PLCs as of 14 August 2020. In the annual review of the reports, this study includes statistical methods to quantify and interpret the disclosures.Originality - This study reviews the developments of the policies from the Code in 2012 to the Code in 2017. Also applicable to other PLCs other than the top 50 Malaysian PLCs would be the Board Nomination Committee – Role and Structure and the Board Nomination Committee – Recruitment Activities scoring indices designed.

Corporate governance codes of Eurasian Economic Union countries: a comparative investigation

2017 ◽  
Vol 17 (4) ◽  
pp. 748-769 ◽  
Author(s):  
Mirgul Nizaeva ◽  
Ali Uyar
Keyword(s):  
Corporate Governance ◽  
Best Practices ◽  
Transition Countries ◽  
Special Focus ◽  
Content Type ◽  
Eurasian Economic Union ◽  
Oecd Principles ◽  
Corporate Governance Codes ◽  
Economic Union ◽  
The Uk

Purpose The purpose of this paper is to comparatively analyze the corporate governance codes of transition economies, particularly five Eurasian Economic Union (EAEU) members (i.e. Russia, Belarus, Kazakhstan, Kyrgyzstan and Armenia). Specifically, the convergence or divergence of these countries’ corporate governance codes among themselves as well as relative to the best practices of the UK Corporate Governance Code (UK Code) and the OECD Principles of Corporate Governance are investigated. Design/methodology/approach Initially, the existing literature on corporate governance with special focus on transition countries is reviewed. Afterwards, benchmarking the international best practices, based on main chapters and contents, the corporate governance codes of all countries in the sample are analyzed. Findings The paper finds that even though some principles of the corporate governance codes of the countries in the sample differ in some aspects, they do converge to some extent. However, high misalignments between the UK Code and the OECD Principles and the codes of selected countries in some aspects were found. Research limitations/implications The conclusion and implications of the study characterize the corporate governance of selected developing countries; thus, they might not be generalizable to other countries. Practical implications The codes of the countries in the sample should be revised, and more specifications regarding the stakeholder, board structure, its subcommittees, independence, diversity and transparency issues need to be addressed. Originality/value The paper comprehensively analyzes the contents of corporate governance codes of transition countries; from both practical and academic point of view, it was important gap that needed to be fulfilled.

Business students’ perceptions of corporate governance best practices

2016 ◽  
Vol 16 (2) ◽  
pp. 361-376 ◽  
Author(s):  
Kathryn M. Zuckweiler ◽  
Kirsten M. Rosacker ◽  
Suzanne K. Hayes
Keyword(s):  
Corporate Governance ◽  
Best Practices ◽  
College Graduates ◽  
Business Students ◽  
School Curriculum ◽  
Strategic Human Resource Management ◽  
Content Type ◽  
Governance Practice ◽  
Corporate Governance Practice

Purpose This paper aims to develop a better understanding of business students' perceptions of the relative importance of corporate governance best practices within the context of major area of study and compare student rankings of corporate governance best practices to those of working professionals. Design/methodology/approach Using a previously published survey, data were collected from business students at two Midwestern US universities and analyzed using factor analysis. Findings This research demonstrated that students rank strategic human resource management as the most important corporate governance practice, matching the perceptions of professionals. Accounting majors report significantly greater understanding of corporate governance, the importance of corporate governance to business and the role of understanding corporate governance in their careers as compared to management majors. Research limitations/implications This study is limited by the inclusion of business students at only two US universities. Further studies should be conducted to better understand the similarities and differences between students and professionals and accounting and management majors in their perceptions of corporate governance best practices. Practical implications Managers can use these findings to enhance the training recent college graduates receive on corporate governance topics. Business schools can use these findings to evaluate ways to embed corporate governance throughout the curriculum. Originality/Value This research highlights gaps in current business school curriculum coverage of corporate governance best practices. It compares and contrasts students' and professionals' perceptions of best practices and offers suggestions for managers and educators.

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