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 (2025-2026):
SIG Chair: Agnieszka Słomka-Gołębiowska (Warsaw School of Economics) – aslomka@sgh.waw.pl
SIG Chair-Elect:
Development Chair Jatinder Sidhu (University of Leeds) J.S.Sidhu@leeds.ac.uk
SIG Programme Chair: Esha Mendiratta (Vlerick Business School) esha.mendiratta@gmail.com
SIG Programme Chair Elect: Sara De Masi (University of Florence) sara.demasi@unifi.it
SIG Communication and Promotion Officer: Fabian Ahrens (TU Munich) – f.k.ahrens@tum.de
CORPORATE GOVERNANCE SIG STANDING TRACKS
GT02_00 – Corporate Governance General Track
Short description:
This general track welcomes cutting-edge research on all dimensions of corporate governance not explicitly covered by other SIG tracks. We invite studies exploring internal and external governance mechanisms—such as ownership structures, governance codes, board dynamics, capital and equity markets, and institutional influences. We particularly encourage work addressing emerging topics including AI, ESG, sustainability, activism, and geopolitical shifts. Multidisciplinary, behavioral, and cross-country perspectives are especially valued. By embracing diverse methods and theoretical lenses, this track aims to foster vibrant dialogue on how governance systems shape responsible leadership, strategic decision-making, and long-term organizational resilience.
UN Sustainable Development Goals (SDG):
Goal 1: No poverty; Goal 2: Zero hunger; Goal 4: Quality education; Goal 6: Clean water and sanitation; Goal 7: Affordable and clean energy; Goal 8: Decent work and economic growth; Goal 9: Industry, Innovation, and Infrastructure; Goal 10: Reducing inequalities; Goal 11: Sustainable cities and communities; Goal 12: Responsible consumption and production; Goal 13: Climate action; Goal 14: Life below water; Goal 16: Peace, justice and strong institutions
For more information contact:
Agnieszka Słomka-Gołębiowska , Warsaw School of Economics – aslomka@sgh.waw.pl
ST01_01/ST02_01 – Governance for purpose: Bridging Management and Law for a Responsible Corporation (co-sponsored B4S & CoGo)
Short description:
To engage corporations in systemic change to build desirable futures, the notion of purpose has spread in the managerial discourse, both to engage stakeholders and foster responsible innovation. But for purpose to be credible and support genuine corporate accountability over time, specific institutional conditions such as dedicated governance structures, and new legal frameworks are required.
We invite contributions that further our understanding of responsible corporations from various angles, including theoretical or comparative approaches to sustainable corporate governance; institutional developments in finance, innovative reporting regimes or fiduciary duties, and new legal forms of corporations, such as purpose-driven corporations or steward ownership.
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
For more information contact:
Kevin Levillain, MINES Paris, PSL University – kevin.levillain@mines-paristech.fr
ST02_02 – Corporate Governance and Executive Leadership
Short description:
Top management teams (TMTs) are among the most influential actors at the firm and society level. However, their influence on firm behavior and firm outcomes continues to be subject to much debate. Despite the large amount of existing research, results are mixed or inconclusive. In this context, understanding the role of individual executives (CEOs), TMTs and micro-dynamics within several interfaces of executives (e.g., board-TMT, CEO-TMT, CEO-Chair, LID-CEO) presents an important and growing avenue for research. This topic seeks to (a) understand what makes TMTs effective; (b) examine the relationships between board, TMT, CEOs, and other executive’ influence on firm-level outcomes.
UN Sustainable Development Goals (SDG):
Goal 5: Gender equality; Goal 8: Decent work and economic growth; Goal 9: Industry, Innovation, and Infrastructure; Goal 10: Reducing inequalities; Goal 12: Responsible consumption and production
For more information contact:
Esha Mendiratta, Vlerick Business School – esha.mendiratta@gmail.com
ST02_03 – Corporate Governance and Diversity
Short description:
Diversity has shifted from aspiration to expectation worldwide. Stakeholders—employees, investors, customers, and regulators—are pressing for inclusive leadership that goes beyond counting women on boards. Building on the momentum of movements for safety and equity and the rise of data-driven accountability, firms are rethinking who leads and how decisions are made. We posit that gender-diverse boards can act as a catalyst for wider forms of diversity across the organization, creating the conditions for innovative, ‘out-of-the-box’ solutions to emerging competitive and organizational challenges.
UN Sustainable Development Goals (SDG):
Goal 1: No poverty; Goal 2: Zero hunger; Goal 3: Good health and well-being for people; Goal 4: Quality education; Goal 5: Gender equality; Goal 8: Decent work and economic growth; Goal 10: Reducing inequalities; Goal 12: Responsible consumption and production; Goal 13: Climate action; Goal 17: Partnerships for the goals
For more information contact:
Sara De Masi, University of Florence – sara.demasi@unifi.it
CORPORATE GOVERNANCE SIG TRACKS
T02_05 – Internal & External Mechanisms of Corporate Governance
The focus in this track is on cutting-edge research concerning all aspects of internal and external governance that can influence the effective and responsible management of companies. Illustrative internal governance foci include the composition and dynamics of board of directors, impact of ownership structures on executive conduct, internal controls to promote accurate financial reporting and promote compliance, management of risk, and executive compensation. Illustrative external governance foci include market forces and the threat of hostile takeovers, oversight through the regulatory environment, and the impact of stakeholder expectations, credit rating agencies, securities analysts, and the media.
UN Sustainable Development Goals (SDG):
Goal 8: Decent work and economic growth; Goal 9: Industry, Innovation, and Infrastructure; Goal 13: Climate action
Primary Contact:
Lisanne Veter, veter@ese.eur.nl
T02_08 / T13_11 – Purpose-Driven Strategies, Transformation, Corporate Governance, and Resilience
Purpose is recognized as a driver of competitive advantage, stakeholder engagement, and corporate resilience. Growth often stems from purpose-driven companies, with purpose emerging from internal factors like leadership ambition or external forces such as regulation, uncertainty, or stakeholder pressure. This evolving topic invites exploration from multiple angles, including strategic leadership, transformation processes, stakeholder legitimacy, and organizational structures. It applies across diverse organizational types and industries.
UN Sustainable Development Goals (SDG):
Goal 1: No poverty; Goal 2: Zero hunger; Goal 3: Good health and well-being for people; Goal 4: Quality education; Goal 5: Gender equality; Goal 6: Clean water and sanitation; Goal 7: Affordable and clean energy; Goal 8: Decent work and economic growth; Goal 9: Industry, Innovation, and Infrastructure; Goal 10: Reducing inequalities; Goal 11: Sustainable cities and communities; Goal 12: Responsible consumption and production; Goal 13: Climate action; Goal 14: Life below water; Goal 15: Life on land; Goal 16: Peace, justice and strong institutions; Goal 17: Partnerships for the goals;None of the above
Primary Contact:
Albena Björck, bjoe@zhaw.ch & Agnieszka Słomka-Gołębiowska, aslomka@sgh.waw.pl