The corporate governance SIG welcomes studies exploring all aspects of antecedents and consequences – of corporate governance and boards of directors. Contributions adopting a wide set of theoretical lenses and research methods are strongly encouraged as well as studies analysing corporate governance in different types of enterprises and institutional contexts, including different countries and regional cultures.
SIG OFFICERS (2019-2020):
Nikolaos Kavadis (Copenhagen Business School, Denmark) nk.ccg@cbs.dk SIG Chair
Daniel Yar Hamidi (Boras University, Sweden) daniel.yar@hb.se SIG Chair-Elect
Dennis B. Veltrop (University of Groningen, Netherlands) d.veltrop@rug.nl SIG Programme Chair
Francesca Cuomo F.Cuomo@uea.ac.uk SIG Programme Chair-Elect
Amedeo Pugliese amedeo.pugliese@unipd.it SIG Communications Officer
GT 02_00 Corporate Governance General Track
This is a general corporate governance track within the Corporate Governance SIG which invites contributions from all areas related to corporate governance that are not explicitly covered by other tracks within the SIG. We welcome studies examining the antecedents and processes of governance as well as its consequences, for example, studies examining ownership structures, corporate social responsibility, international corporate governance, external corporate governance and the role of capital markets. We encourage paper submissions drawing from diverse theoretical lenses, using different research methods, and studying corporate governance in various countries.
UN Sustainable Development Goals (SDG):
Goal 4: Quality education
Nikolaos Kavadis , Copenhagen Business School, nk.ccg@cbs.dk
CORPORATE GOVERNANCE SIG STANDING TRACKS
ST01_01/ST02_01 – Rethinking the Responsible Corporation: Bridging Management, Law, Governance & Purpose
(co-sponsored by Business for Society SIG-01 and Corporate Governance SIG-02)
This track aims at developing new perspectives between law & management studies in order to facilitate the rethinking of the legal constitution and governance of corporations. There is a growing awareness of the necessity to revise the principles of corporate governance, particularly in relation to innovations that aim to strengthen progress toward responsible and sustainable management practices. This track seeks to identify such innovations and support their implementation by examining current management and legal theories of the corporation, alternative and emergent forms of corporations, and new avenues in law & management to enable governance designs fostering responsible business and innovation.
UN Sustainable Development Goals (SDG):
Goal 4: Quality education,
Goal 8: Decent work and economic growth,
Goal 9: Industry, Innovation, and Infrastructure,
Goal 10: Reducing inequalities,
Goal 12: Responsible consumption and production
Kevin Levillain , MINES ParisTech, PSL Research University, kevin.levillain@mines-paristech.fr
ST02_02 – Board of Directors and Top Management Teams
Upper echelons, boards of directors and top management teams (TMTs) are among the most influential actors at firms and society. Despite the large amount of existing research, results are mixed or inconclusive. Understanding the role of board effectiveness, individual executives (CEOs) and top management teams (TMTs), presents an important avenue for research. This topic seeks to (a) understand what makes boards and TMTs effective; (b) to examine the relationships between board, TMT, structures, processes and effectiveness; (c) to build a platform for discussion of issues related to different aspects of upper echelons at micro and macro levels.
UN Sustainable Development Goals (SDG):
Goal 5: Gender equality
Mariatheresa Torchia , International University of Monaco, mtorchia@inseec.com
ST02_03 – Corporate Governance and Diversity
Diversity is gaining momentum. Seeing women nominated to Brussels’ most important jobs and top CEOs of the largest global companies, the researchers of now are requested to advocate to enhance diversity in broader scope in the firms ensuing more substantial than symbolic change. Gender diversity on boards could serve as a snowball for other types of diversity giving the platform for more innovative and out of the box solutions for overcoming the future challenges in the ESG areas. We are interested in understanding the mechanisms of diverse boards and top management teams from a multidisciplinary point of view, combining theoretical and methodological perspectives.
UN Sustainable Development Goals (SDG):
Goal 5: Gender equality,
Goal 10: Reducing inequalities
Patricia Gabaldon , IE Madrid, patricia.gabaldon@ie.edu