Contingency and corporate governance: Investigating the black box of board behaviour.
Project Member(s): Klettner, A.
Start year: 2015
Summary: This project would test the hypothesis that the effectiveness of a particular board structure or process is contingent on company life-cycle, industry, market, organisation, culture and behaviour. The project has direct significance for corporate governance regulators and corporate leaders in designing their corporate governance systems. The consequences of the global financial crisis demonstrate how important it is to understand how boards of directors function and the effect that regulation can have upon their behaviour. Boards that are appropriately structured and have the requisite skills can make a critical difference to corporate strategic direction and accountability.
Publications:
Clarke, T 2025, The Global Financial Crisis and Regulation: A Concise Guide, Cambridge University Press, Cambridge.
Klettner, A 2019, 'Challenges for Regulatory Reform in the Finance Sector: Learnings from the Last Decade', JOURNAL OF BANKING AND FINANCE LAW AND PRACTICE, vol. 30, no. 3, pp. 151-168.
Klettner, A 2016, Corporate Governance Regulation The changing roles and responsibilities of boards of directors, Routledge, UK.
View/Download from: Publisher's site
Clarke, T 2016, 'The continuing diversity of corporate governance: Theories of convergence and variety', Ephemera : Theory and Politics in Organization, vol. 16, no. 1, pp. 19-52.
Clarke, T 2016, 'The Widening Scope of Directors' Duties: The Increasing Impact of Corporate Social and Environmental Responsibility', Seattle University Law Review, vol. 39, no. 2, pp. 531-578.
FOR Codes: Corporate Governance and Stakeholder Engagement, Organisation and Management Theory, Law and Society, Expanding Knowledge in Commerce, Management, Tourism and Services, Law Reform, Management, Strategy, management and organisational behaviour, Law and society and socio-legal research, Expanding knowledge in commerce, management, tourism and services
