Gill: Corporate Governance as Social Responsibility: A Research Agenda Corporate Governance as Social Responsibility: A Research Agenda By Amiram Gill* In the post-Enron years, corporate governance has shifted from its traditional focus on agency conflicts to address issues of ethics, accountability, transparency,and disclosure. Moreover, corporate social responsibility (CSR) has increasinglyfocused on corporate governance as a vehicle for incorporating social and environmental concerns
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State University, The University of Nebraska, New York University, and Syracuse University for their suggestions and comments. I appreciate the valuable comments I received at the 2002 AAA meeting. I thank Mark Beasley for sharing his sample of fraud firms. I am also grateful to the librarians at Cornell and the University of Rochester for their invaluable assistance, with special thanks to Don Schnedeker. I thank I/B/E/S for analyst data. I thank the editor and two anonymous reviewers for helpful suggestions
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evaluation, Lifecycle and growth plans and the role of the entrepreneur in each stage, Exit options, Preparation and Presentation of Business Plans. Unit III Post-entry entrepreneurial issues: Implementing Business plans, Forms of business ownership, Professionalization and Management Succession, Reinventing and turn around. Support systems for entrepreneurs: Institutional support: Training Institutions, Financial Institutions, Research and Technology, Marketing and Legal aspects, Taxation benefits
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report uncertainty and a lack of the necessary skills required to implement change. In this paper, we report from a qualitative study of two planned organizational change initiatives in the public sector. The changes involved new work tasks and managerial roles for a group of middle managers. Although the skill requirements appeared to be clear and formal training was initiated, a number of uncertain and ambiguous issues emerged among the change recipients. We examine the types of uncertainty and
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Handbook of Management Accounting Research Volume 3 Edited by CHRISTOPHER S. CHAPMAN Imperial College London, UK ANTHONY G. HOPWOOD University of Oxford, UK MICHAEL D. SHIELDS Michigan State University, USA AMSTERDAM – BOSTON – HEIDELBERG – LONDON – NEW YORK – OXFORD PARIS – SAN DIEGO – SAN FRANCISCO – SINGAPORE – SYDNEY – TOKYO Elsevier The Boulevard, Langford Lane, Kidlington, Oxford OX5 1GB, UK First edition 2009 Copyright © 2009 Elsevier Ltd. All rights reserved No part of
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company for their strategy to make profit to their firms. Financial strategy also will influence the capital structure. The theory of Capital structure is closely related to the firm’s cost of capital. It is one of the effective tools of management to manage the cost of capital. Capital structure is the mix of the long-term sources of funds used by the firm. The primary objective of capital structure decisions is to maximize the market value of the firm or achieving the maximization of shareholders
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McGraw−Hill Companies, 2004 Chapter One The Pay Model Chapter Outline Compensation: Definition, Please? Society Stockholders Managers Employees Global Views—Vive la différence Forms of Pay Cash Compensation: Base Cash Compensation: Merit Pay/ Cost-of-Living Adjustments Cash Compensation: Incentives Long-Term Incentives Benefits: Income Protection Benefits: Work/Life Focus Benefits: Allowances Total Earnings Opportunities: Present Value of a Stream of Earnings Relational Returns from Work The
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Transformational Leadership .................................................. 18 Theories of Change in Organisations................................................................... 21 Life Cycle Theory ................................................................................................ 22 Teleological Theories of Change ......................................................................... 25 Dialectical Theories of Change................................................................
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Unilever Corporate and Managerial Responsibility Contents Executive summary 3 1. Introduction 4 2. Stakeholder analysis 4 3. CSR at Unilever 6 4. CSR issues – The palm oil and tea production case 9 5. Strengths and weaknesses of the current CSR policy 10 6. Conclusion 11 Executive summary In this paper, the approach of Unilever, a British-Dutch major player in the FMCG sector, towards corporate social responsibility (CSR) and sustainable development
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American Finance Association A Theory of Capital Structure Relevance Under Imperfect Information Author(s): Robert Heinkel Reviewed work(s): Source: The Journal of Finance, Vol. 37, No. 5 (Dec., 1982), pp. 1141-1150 Published by: Blackwell Publishing for the American Finance Association Stable URL: http://www.jstor.org/stable/2327840 . Accessed: 19/05/2012 14:37 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms
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