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 (2026-2027):
SIG Chair: Esha Mendiratta (Vlerick Business School) esha.mendiratta@gmail.com
SIG Programme Chair: Agnieszka Słomka-Gołębiowska (Warsaw School of Economics) – aslomka@sgh.waw.pl
Development Chair Jatinder Sidhu (University of Leeds) J.S.Sidhu@leeds.ac.uk
Talent and Early Career Officer: Fabian Ahrens (TU Munich) – f.k.ahrens@tum.de
Co-officer, Communication: Sara De Masi (University of Florence) sara.demasi@unifi.it
Co-officer, Communication: Lisanne Veter (Erasmus University Rotterdam) veter@ese.eur.nl
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;Goal 13: Climate action
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. Yet, in recent years, it has also come under increasing scrutiny, as companies, leaders, and stakeholders have questioned its value and relevance. Building on movements for safety and equity and the rise of data-driven accountability, firms are rethinking who leads and how decisions are made. This tension calls for a deeper understanding of both the benefits and obstacles associated with diversity.This track explores how diversity in boards and top management teams shapes leadership, decision-making, and organizational outcomes, examining when diversity creates value and the conditions that enable, or hinder, its potential benefits.
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_ 04 / T13_09 Purpose-Driven Strategies, Resilience, Transformation, and Corporate Governance
Short description:
As organisations confront geopolitical instability, technological disruption, climate change, and changing societal expectations, purpose is emerging as a strategic capability that enables organisations to compete and rise above persistent uncertainty. This track explores how purpose-driven strategies help organisations reimagine established management assumptions, strengthen organisational resilience, reconcile economic and societal objectives, and develop long-term viable forms of organising. As a truly interdisciplinary track we welcome contributions from different disciplines, cultures and contexts.responsible leadership, strategic decision-making, and long-term organizational resilience.
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
For more information contact:
Albena Björck , Zurich University of Applied Sciences, bjoe@zhaw.ch
T01_07 / T02_05 / T03_08 / T10_ 05 / T11_05 / T12_ 03 / T13_10 Action Research in Management: Approaches for Greater Research Impact upon Practice (co-sponsored by B4S & COGO & ENT & PO & PM&NPM & RP&RM & SM SIGs)
Short description:
Action Research (AR) provides a collaborative, cyclic method for helping organizations steer through today’s complexity of geopolitical shocks, digital upheaval, and regulatory turbulence. It moves iteratively between practice and theory, resonating with real impactful and phenomenon-driven research, and bridging academic knowledge with organizational practice. This track welcomes methodological contributions on rigorous AR design and evaluation, and practical contributions on AR research protocols organization. Aligned with the conference theme of “rising above,” the track explores how AR addresses grand challenges for improved articulation between management sciences and practice for a greater impact on society.
UN Sustainable Development Goals (SDG):
Goal 4: Quality education;Goal 5: Gender equality;Goal 8: Decent work and economic growth;Goal 9: Industry, Innovation, and Infrastructure;Goal 17: Partnerships for the goals
For more information contact:
Miriana Ferrara , University of Salerno, mferrara@unisa.it
T02_06 Board Diversity in the Era of DEI Backlash
Short description:
Board diversity, women on boards, and inclusive leadership remain fundamental topics in corporate governance research, with important implications for organizational performance, ethical oversight, and stakeholder accountability. However, the growing contestation surrounding diversity, equity, and inclusion (DEI), including political opposition, anti-woke discourse, and symbolic rather than substantive implementation, raises new questions about the future of inclusive governance. This track welcomes rigorous theoretical and empirical research investigating how boards respond to these challenges and how diversity relates to broader governance issues, such as corporate misconduct, greenwashing, political connections, corruption, algorithmic bias, geopolitical instability, and rising populism.
UN Sustainable Development Goals (SDG):
Goal 5: Gender equality;Goal 10: Reducing inequalities;Goal 16: Peace, justice and strong institutions
For more information contact:
Sara De Masi , University of Florence, sara.demasi@unifi.it
T02_07 Internal & External Mechanisms of Corporate Governance
Short description:
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 boards of directors, the impact of ownership structures on executive conduct, internal controls to promote accurate financial reporting and 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 11: Sustainable cities and communities;Goal 13: Climate action;Goal 16: Peace, justice and strong institutions
For more information contact:
Lisanne Veter , Erasmus University Rotterdam, veter@ese.eur.nl
T02_08 Information, Accountability and Corporate Governance
Short description:
Corporate governance depends not only on boards and ownership structures but on the accounting, financial reporting, and information systems through which firms are monitored and held accountable. This track examines accounting and finance as governance mechanisms — audit, disclosure, internal control, whistleblowing, and the standard-setters and regulators (IASB, ISSB, PCAOB, CSRD) that shape them — alongside their financial and capital-market consequences, from earnings management and reporting quality to cost of capital and debt contracting. We welcome theoretical, empirical and interdisciplinary research on financial reporting, auditing, disclosure, capital markets, sustainable finance, and ESG assurance, complementing existing tracks on boards and leadership.
UN Sustainable Development Goals (SDG):
Goal 8: Decent work and economic growth;Goal 9: Industry, Innovation, and Infrastructure;Goal 12: Responsible consumption and production;Goal 16: Peace, justice and strong institutions
For more information contact:
Dorota Dobija, Kozminski University, dobija@kozminski.edu.pl
T02_09 The ethics and future of Corporate Governance in times of Artificial Intelligence and Climate Change
Short description:
Corporate governance is being reshaped by activist investors, polarized stakeholders, digital complex disruption and global AI, creating new risks and opportunities. Coupled with mounting sustainability imperatives, these forces push firms to move beyond shareholder primacy toward stakeholder-inclusive, purpose-driven business models. This track invites research on how formal and informal governance structures evolve to embed environmental and social goals, manage AI-related and geopolitical risks, and align short-term performance with long-term value creation. We welcome studies on a variety of topics (e.g., ESG, AI, sustainability) that foster sustainable value, ethical resilience and effective oversight in turbulent times.
UN Sustainable Development Goals (SDG):
Goal 7: Affordable and clean energy;Goal 8: Decent work and economic growth;Goal 9: Industry, Innovation, and Infrastructure;Goal 12: Responsible consumption and production;Goal 13: Climate action;Goal 16: Peace, justice and strong institutions;Goal 17: Partnerships for the goals
For more information contact:
Fabian Ahrens , Universität der Bundeswehr München, fabian.ahrens@unibw.de
T02_10 Beyond Good Governance
Short description:
Why do well-governed boards still make bad decisions? This symposium argues that governance structures alone cannot explain governance effectiveness – boardroom behaviour can. Bringing together corporate governance and organisational behaviour scholars, it explores the cognitive, relational, and often unspoken dynamics through which boards actually interpret information, negotiate roles, and decide whether to challenge management – or each other. The aim: a more behaviourally grounded understanding of when governance works, and when it quietly fails despite looking good on paper.
UN Sustainable Development Goals (SDG):
Goal 16: Peace, justice and strong institutions
For more information contact:
Marilieke Engers , VU Amsterdam, m.j.e.engbers@vu.nl