Corporate Governance: Volume 3 Issue 4

Board configuration: building better boards

C.B. Ingley, N.T. van der Walt

Board configuration is discussed in the context of the perceived needs of the board as a strategic resource of the organization. This is highlighted in the context of the…

Long‐term incentive schemes, executive remuneration and corporate performance: an empirical study

Christopher Pass

UK plcs use option schemes and increasingly long‐term incentive plans (LTIP’s) to reward their executive directors in order to improve corporate performance and align their…

Trust and control – a symbiotic relationship?

Denise Skinner, Laura F. Spira

Traditional approaches to management which incorporate top‐down systems of control do not readily accommodate the need, imposed by a changing business environment, for more…

Corporate social responsibility in a total quality management context: opportunities for sustainable growth

Rodney McAdam, Denis Leonard

The aim of this paper is to explore how quality management can act as a foundation and key catalyst for developing corporate social responsibility (CSR) within organizations. CSR…

Corporate reputation: the boardroom challenge

Andrew Pharoah

Boardroom recognition of the importance of reputation as a key business driver is growing. This article analyses the findings of the Corporate Reputation Watch – a study by Harris…

Management turnarounds: diagnosing business ailments

Phillip Scott Scherrer

The process of business decline can be identified through various warning signals that are concomitant with the decline process. These warning signals are noticed in both the…