THE ROLE AND VALUE OF AN EFFECTIVE ADVISORY BOARD

by Barry ReiterIssue: September / October 2003

An effective advisory board, properly composed and structured, can provide non-binding but informed guidance and serve……

CORPORATE GOVERNANCE AND FIRM PERFORMANCE: IS THERE A RELATIONSHIP?

by Beth YoungIssue: September / October 2003

The belief that governance best practices lead to superior firm performance is widespread. But as academic research…

STRONGER CORPORATE GOVERNANCE AND ITS IMPLICATIONS ON RISK MANAGEMENT

by Anne Kleffner, Ryan Lee et al.Issue: May / June 2003

Despite pressures to do so, many companies have yet to implement practices for better risk management. Such practices,……

CORPORATE GOVERNANCE AND THE INFORMATION GAP: THE USE OF FINANCIAL AND NON-FINANCIAL INFORMATION IN EXECUTIVE COMPENSATION

by Eduardo Schiehll, Paul Andre et al.Issue: March / April 2003

Information asymmetry may never be more pronounced than in the imbalance between managers and board members. Simply…

FROM CORPORATE GOVERNANCE TO CORPORATE RESPONSIBILITY: THE CHANGING BOARDROOM AGENDA

by Russell SparkesIssue: March / April 2003

For a time, good corporate governance and socially responsible investment (SRI) had little to do with each other. The…

PENSION PLANS: ACCOUNTING RULES MASK INCREASING DEBT

by Christine Wiedman, Heather Weir et al.Issue: January / February 2003

The balance sheets don't show it but the pension plans of many companies in Canada and the United States are under-funded,……

INSIDERS OR OUTSIDERS: WHO SHOULD HAVE MORE POWER ON A BOARD?

by W. Glenn Rowe, Debra Rankin et al.Issue: November / December 2002

Most parties today agree that outsiders should hold the balance of power on a board. Perhaps so, but there is also a…

EVALUATING THE DIRECTORS: THE NEXT STEP IN BOARDROOM EFFECTIVENESS

by Jay Conger, Edward Lawler III et al.Issue: September / October 2002

According to recent surveys by McKinsey & Company and Russell Reynolds, the quality of a board of directors is a…

COMMENTARY: CORPORATE FINANCIAL REPORTING: THE ROLE OF THE BOARD OF DIRECTORS

by Claude Lanfranconi, Darroch Robertson et al.Issue: September / October 2002

Directors need to understand the underlying economic issues when presented with a company’s financial statements.…

CREATING VALUE FROM THE OWNER-BOARD-MANAGEMENT RELATIONSHIP

by Rolf CarlssonIssue: September / October 2002

“Strategic” is one of the most overused words in business today, but there are two very good reasons why it should……