Hostname: page-component-586b7cd67f-tf8b9 Total loading time: 0 Render date: 2024-11-23T19:08:16.799Z Has data issue: false hasContentIssue false

Governing the corporation: Structure, process and behaviour

Published online by Cambridge University Press:  02 February 2015

Clive Smallman
Affiliation:
Lincoln University, New Zealand
Gael McDonald
Affiliation:
Deakin University, Australia
Jens Mueller
Affiliation:
University of Waikato, New Zealand

Extract

To those of us affected by the global recession that started in late 2007 (and it is hard to think of anyone in the world who is not touched by this massive downturn), it is sobering to realise that much of what has been wrought upon us is the result of decisions made behind closed doors by corporate directors, regulators and politicians. Boardroom, regulatory and political behaviours are all grounded in the desires, emotions and knowledge of the human beings who aspire to be business leaders, regulatory watchdogs and politicians.

Type
Prologue
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2010

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Benn, S and Teo, STT (2006). Symposium: processes of governance across multiple stakeholders: performance, control and innovation. Academy of Management Annual Meeting, 111608, Atlanta GA.Google Scholar
Bennington, L (2010). Review of the corporate and healthcare governance literature. Journal of Management & Organization, 16(2): 314333.Google Scholar
Carnell, RS (2005). Handling the failure of a government-sponsored enterprise. Washington Law Review, 80: 565642.Google Scholar
Carter, CB and Lorsch, JW (2004). Back to the drawing board: Designing corporate boards for a complex world. Boston MA: Harvard Business School Press.Google Scholar
Corley, KG (2005). Examining the non-executive director's role from a non-agency theory perspective: implications arising from the Higgs report. British Journal of Management, 16(s1): S1S4.Google Scholar
Daily, CM, Dalton, DR and Canella, AA (2003). Corporate governance: decades of dialogue and data. Academy of Management Review, 28(3): 371382.Google Scholar
Erakoviç, L and Overall, J (2010). Opening the ‘black box’: Challenging traditional governance theorems. Journal of Management & Organization, 16(2): 250265.Google Scholar
Freeman, RE and Evan, MW (1990). Corporate governance: a stakeholder interpretation. The Journal of Behavioural Economics, 19(4): 337359.Google Scholar
Gavetti, G, Levinthal, D and Ocasio, W (2007). NeoCarnegie: the Carnegie School's past, present, and reconstructing for the future. Organization Science, 18(3): 523536.Google Scholar
Ghosal, S (2005). Bad management theories are destroying good management practices. Academy of Management Learning & Education, 4(1): 7591.Google Scholar
Hambrick, DC (2005). Upper echelons theory: origins, twists and turns, and lessons learned. In Smith, KG and Hitt, MA (eds) Great minds in management: The process of theory development. New York: Oxford University Press, pp. 109127.Google Scholar
Hosking, P and Webster, P (2009). Bailed-out Royal Bank of Scotland bankers set for millions in bonuses: RBS to reward staff in spite of losses. The Times, 5 02. Retrieved from http://business.timesonline.co.uk/tol/business/industry_sectors/banHng_and_finance/article5663873.ece on 19 August 2009.Google Scholar
Huang, C-J (2010). Board, ownership, and performance of banks with a dual board system: Evidence from Taiwan. Journal of Management & Organization, 16(2): 219234.Google Scholar
Huse, M (2005). Accountability and creating accountability: a framework for exploring behavioural perspectives of corporate governance. British Journal of Management, 16(s1): S65S79.Google Scholar
Interligi, L (2010). Compliance culture: A conceptual framework. Journal of Management & Organization, 16(2): 235249.Google Scholar
Jensen, MC and Meckling, W (1976). Theory of the firm: managerial behaviour, agency costs and capital structure. Journal of Financial Economics, 3(4): 305360.Google Scholar
Kota, HB and Tomar, S (2010). Corporate governance in Indian firms. Journal of Management and Organization, 16(2): 266279.Google Scholar
Leblanc, R and Gillies, J (2005). Inside the boardroom. How boards really work and the coming revolution in corporate governance. Mississauga, ONT: Wiley.Google Scholar
Martin, S (2004). The Fortex Story. Palmerston North: Dunmore Press.Google Scholar
Mohr, LB (1982). Explaining organizational behaviour: the limits and possibilities of theory and research. San Francisco: Jossey-Bass Publishers.Google Scholar
Nicholson, G and Newton, C (2010). The role of the board of directors: an exploratory study of the perceptions of managerial elites. Journal of Management & Organization, 16(2): 204218.Google Scholar
O'Shannassy, T (2010). Board and CEO practice in modern strategy making: How is strategy developed, who is the boss and in what circumstances? Journal of Management & Organization, 16(2): 280298.Google Scholar
Peirano-Vejo, ME, Stablein, RE and Peirano de Peluffo, ME (2010). Exploring complexity: An empirical study on the community of consultants in corporate governance. Journal of Management & Organization, 16(2): 299313.Google Scholar
Pye, A and Pettigrew, A (2005). Studying board context, process and dynamics: some challenges for the future. British Journal of Management, 16(s1): S27S38.Google Scholar
Roberts, J, McNulty, T and Stiles, P (2005). Beyond agency conceptions of the work of the non-executive director: creating accountability in the boardroom. British Journal of Management, 16(s1): S5S26.Google Scholar
Schatzki, TR, Knorr-Cetina, K and von Savigny, E (Eds) (2001). The practice turn in contemporary theory. London: Routledge.Google Scholar
Seib, C (2008). Fannie Mae and Freddie Mac bosses blame Congress for failure. The Times Online, 9 12. Retrieved from http://business.timesonline.co.uk/tol/business/industry_sectors/banking_and_finance/article5314106.ece on 19 August 2009.Google Scholar
Smallman, C (2010). A professional director's view: An interview with Kerry McDonald, President of the New Zealand Institute of Directors. Journal of Management and Organization, 16(2): 199203.Google Scholar
Smallman, C, Teo, STT and Benn, S (eds) (2007). Processes of Governance Across Multiple Stakeholders. International Journal of Law and Management (Special Issue), 49(5/6).Google Scholar
Stead, EM and Smallman, C (1999). Understanding business failures: learning and unlearning lessons from industrial crises. Journal of Contingencies and Crisis Management, 7(1): 118.Google Scholar
Times (2009). Her Majesty's big bank. The Times, 20 01. Retrieved from http://www.timesonline.co.uk/tol/comment/leading_article/article5549050.ece on 19 August 2009.Google Scholar
Treanor, J and Elliott, L (2008). Failure of financial heavyweights could have caused markets to implode. The Guardian, 9 09. Retrieved from http://www.guardian.co.uk/business/2008/sep/09/freddiemacandfanniemae.subprimecrisis2?gusrc=rss&feed=worldnews on 19 August 2009.Google Scholar
Vaughan, G (2009). Feltex directors blamed for demise. The Dominion Post, 7 08. Retrieved from http://www.stuff.co.nz/dominion-post/news/2728509/Feltex-directors-blamed-for-demise on 19 August 2009.Google Scholar
Webster, P and Hosking, P (2009). Sir James Crosby, Gordon Brown ally, ‘ignored risk alert at HBOS’. The Times, 11 02. Retrieved from http://www.timesonline.co.uk/tol/news/politics/article5705330.ece on 19 August 2009.Google Scholar
Weick, KE and Sutcliffe, KM (2001). Managing the unexpected. Assuring high performance in an age of complexity. San Francisco, CA: Jossey-Bass.Google Scholar
Westfield, M (2003). HIH: The inside story of Australia's biggest corporate collapse. Sydney: Wiley.Google Scholar