Internal representation and factional faultlines as antecedents for board performance in social enterprises

There is an increasing scholarly interest in how social enterprises manage their hybrid nature. As hybrid organizational forms, social enterprises combine mission-driven social goals and revenue generating activities in a variety of organizational constellations and in diverse institutional contexts. Acknowledging the potentially conflicting demands that institutional environments impose on social enterprises there is an increasing research interest in the existence and proliferation of these conflicting demands at the organizational level. Some researchers have pointed to the importance of particular management practices and governance characteristics – such as authority relations and internal representation – as mechanisms to deal with the conflicting demands at the organizational level. This paper adds to this stream of literature by taking into account the organizational level dynamics of internal representation and the proliferation of factional groups in the boards of directors of hybrid organizational forms and their impact on board performance, ultimately influencing the organizational performance

Responsible corporate governance in Europe

The latest European Union’s (EU) guiding policies are encouraging big businesses and state-owned organisations to provide a fair and truthful view of their respective entities’ environmental, social and governance (ESG) performance. At present, European member states are transposing directive 2014/95/EU on non-financial reporting. The EU’s “comply or explain” approach has presented a significant step forward toward the corporations’ active engagement on corporate governance disclosure and transparency. Hence, this chapter makes specific reference to some of the corporations’ best practices as it identifies areas for improvement in corporate governance issues. It explains how three major European banks have reviewed the roles and responsibilities of corporate boards and management. In many cases, they have anticipated any regulatory, legal, contractual, social and market-driven obligations as they helped stakeholders to exercise their rights. This contribution contends that there are significant implications for financial services corporations who intend following the right path toward responsible corporate governance and ethical behaviours.peer-reviewe

The Interdependence of Private and Public Interests

The predominant focus in research on organizations is either on private or public institutions without consistent consideration of their interdependencies. The emphasis in scholarship on private or public interests has strengthened as disciplinary and professional knowledge has deepened: management scholars, for example, tend to consider the corporation as the unit of analysis, while scholars of public policy often analyze governmental, multilateral, community and non-profit organizations. This article advocates a partial merging of these research agendas on the grounds that private and public interests cannot be fully understood if they are conceived independently. We review three major areas of activity today in which public and private interests interact in complex ways, and maintain that current theories of organization science can be deployed to understand better these interactions. We also suggest that theories of public-private interaction also require development and describe a concept called "global sustainable value creation," which may be used to identify organizational and institutional configurations and strategies conducive to worldwide, intertemporal efficiency and value creation. We conclude that scholarship on organizations would advance if private-public interactions were evaluated by the criterion of global sustainable value creation.

Planning to protect viability in macro-economic in stability contexts

The external shocks that have characterized the last years - covid, war in Ukraine and consequent increase of prices and business risks - involve the growing of the importance of planning tools to preserve the viability of the enterprises. External shocks, in fact, make forecasts even more necessary to map and understand what are the right choices to keep the company in equity, economic and financial balance. Paradoxically, however, the risk of error linked to the greater myopia of management reduces the time horizon on which reliable reasoning can be developed. In this context, corporate crises become more likely and almost structural at the global economic level precisely because external shocks impact in a way or another horizontally on every single business. In this paper the authors want to stress the importance of planning and the possibility of doing so even in macro-economic in-stability context

Boards of Directors’ Contribution to Strategy: A Literature Review and Research Agenda

Manuscript Type: Literature review.Research Question/Issue: Over the last four decades, research on the relationship between boards of directors and strategy has proliferated. Yet to date there is little theoretical and empirical agreement regarding the question of how boards of directors contribute to strategy. This review assesses the extant literature by highlighting emerging trends and identifying several avenues for future research.Research Findings/Insights: Using a content-analysis of 150 articles published in 23 manage-ment journals until 2007, we describe and analyze how research on boards of directors and strategy has evolved over time. We illustrate how topics, theories, settings and sources of data interact and influence insights about board-strategy relationships during three specific periods.Theoretical/Academic Implications: Our study illustrates that research on boards of directors and strategy evolved from normative and structural approaches to behavioral and cognitive approaches. Our results encourage future studies (i) to examine the impact of institutional and context-specific factors on the (expected) contribution of boards to strategy, and (ii) to apply alternative methods to fully capture the impact of board processes and dynamics on strategy-making.Practical/Policy Implications: The increasing interest in boards of directors’ contribution to strategy echoes a movement towards more strategic involvement of boards of directors. However, best governance practices and the emphasis on board independence and control may hinder the board contribution to the strategic decision-making. Our study invites investors and policy-makers to consider the requirements for an effective strategic task when they nominee board members and develop new regulations.boards of directors;contribution to strategy;literature review

The corporate governance reporting in the European Union

The latest European Union’s (EU) guiding policies are encouraging big businesses and state-owned organisations to disclose their environmental, social and governance (ESG) performance. Many European member states have transposed the EU’s directive 2014/95/EU on non-financial reporting. This directive has presented a significant step forward toward the as its “comply or explain” approach has encouraged organisations to disclose a true and fair view on their organisations’ financial and ESG capitals. Hence, this paper makes specific reference to some of the corporations’ best practices as it identifies areas for improvement in corporate governance issues. It explains how three major European banks are following the recommendations of their national regulatory institution, as they have reviewed the roles and responsibilities of the corporate boards and management. In many cases, they have anticipated the regulatory, legal, contractual, social and market-driven obligations. This contribution contends that there are significant implications for financial services corporations who intend following the right path toward responsible corporate governance and ethical behaviours.peer-reviewe

Relations among corporate governance, codes of conduct, and the profitability of public utilities: an empirical study of companies on the Italian Stock Exchange

This research examines the relationship between corporate governance and corporate performance through the findings of an empirical longitudinal investigation of public utilities listed on the Italian Stock Exchange (2000 -2008). The data for the measurement of the corporate governance variables are taken from the latest edition of the Italian Preda Code of Best Governance Practices (2006). Standard ratios (Return on Assets, Return on Equity, Return on Sales, Tobin’s Q and Book to Market Ratio) were used to assess the performance variables. The results are not conclusive. Specifically, whereas most relationships with the performance variables were statistically significant, different relationships were found between the same corporate governance variables and different indicators of performance. These ‘conflicting’ findings suggest that further research is needed for the impact of corporate governance practices on the performance of firms to be fully understood

PENERAPAN GCG DAN DAMPAKNYA PADA CSR (PERUSAHAAN PEMENANG IIGC – ASEAN CG SCORECARD)

Indonesia is ranked among the lowest in corporate governance in Southeast Asia. The better the application of CG is expected to be the better the company's CSR disclosure. In the digital age, a company's website is one source of information that can be used by companies to report and disclose CSR activities. This study aims to obtain empirical evidence regarding whether the implementation of GCG will impact the company's ability to disclose its CSR activities on the official website. This research is a comparative causal study, which the independent variable (X) is GCG and the dependent variable (Y) is CSR. Information on the company's annual financial statements is obtained from www.idx.co.id, while data on award-winning companies provided by IICG were obtained from SWA Magazine. The results of the study show that GCG has not been proven to have an impact on the disclosure of CSR activities on the website. Indications are that the organs in GCG function more to protect the interests of shareholders. In the realm of CSR, the role of this GCG organ has not been specifically regulated. CSR is an embodiment of GCG principles, namely responsibility and transparency of information. Companies that are committed to carrying out CG properly and consistently should realize these principles in CSR activities and report/ disclose these CSR activities through the official website. Companies that have been awarded as Indonesia Most Trusted Companies should be an example or benchmark for other companies. For this reason, seriousness, seriousness and commitment are needed, especially from the Chief Executive Officer (CEO) in running GCG. Keywords: GCG, CSR, IIGC, websit

The Interdependence of Private and Public Interests

The predominant focus in research on organizations is either on private or public institutions without consistent consideration of their interdependencies. The emphasis in scholarship on private or public interests has strengthened as disciplinary and professional knowledge has deepened: management scholars, for example, tend to consider the corporation as the unit of analysis, while scholars of public policy in government, public health, social science and education often analyze governmental, multilateral, community and non-profit organizations. This article advocates a partial merging of these research agendas on the grounds that private and public interests cannot be fully understood if they are conceived independently. We review three major areas of activity today in which public and private interests interact in complex ways, and maintain that current theories of organization science can be deployed to understand better these interactions. We also suggest that theories of public-private interaction also require development and describe a concept called "global sustainable value creation," which may be used to identify organizational and institutional configurations and strategies conducive to worldwide, intertemporal efficiency and value creation. We conclude that scholarship on organizations would advance if private-public interactions were evaluated by the criterion of global sustainable value creation.