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Over the past years, we have heard and read plenty about how executives should behave more responsibly in the light of corporate governance. Despite all these efforts, many implementations of corporate governance provide no protection from potentially catastrophic ethical failures. This book emphasizes the introduction of a new corporate governance blueprint for addressing these concerns in a more authentic, organic and holistic way. It is a roadmap toward a high-performance ethical culture. By way of this innovative system, Dr. Hubert Rampersad and Saleh Hussain, MBA, are launching a revolutionary concept that actively has human capital embedded in corporate governance in a manner that creates a stable basis for the personnel's trustworthiness, integrity, and engagement and ethical corporate excellence. Featuring numerous case examples and practical tools and exercises, this book will help the reader learn to: Develop, implement, and cultivate authentic personal governance and corporate governance effectively Create conditions for sustainable corporate governance Increase their personal effectiveness Develop their personal integrity effectively and become a better human being Develop ethical personal leadership Develop a highly engaged workforce, based on high ethical standards Create a high-performance culture and enhance the competitiveness of their organization Create conditions for an organizational climate marked by self-guidance, creativity, passion, and ethical behavior Develop a culture in which personal integrity and business ethics is a way of life

Over the past years, we have heard and read plenty about how executives should behave more responsibly in the light of corporate governance. Despite all these efforts, many implementations of corporate governance provide no protection from potentially catastrophic ethical failures. This book emphasizes the introduction of a new corporate governance blueprint for addressing these concerns in a more authentic, organic and holistic way. It is a roadmap toward a high-performance ethical culture. By way of this innovative system, Dr. Hubert Rampersad and Saleh Hussain, MBA, are launching a revolutionary concept that actively has human capital embedded in corporate governance in a manner that creates a stable basis for the personnel's trustworthiness, integrity, and engagement and ethical corporate excellence. Featuring numerous case examples and practical tools and exercises, this book will help the reader learn to: Develop, implement, and cultivate authentic personal governance and corporate governance effectively Create conditions for sustainable corporate governance Increase their personal effectiveness Develop their personal integrity effectively and become a better human being Develop ethical personal leadership Develop a highly engaged workforce, based on high ethical standards Create a high-performance culture and enhance the competitiveness of their organization Create conditions for an organizational climate marked by self-guidance, creativity, passion, and ethical behavior Develop a culture in which personal integrity and business ethics is a way of life.

This sixth peer review of the OECD Principles of Corporate Governance analyses the corporate governance framework and practices relating to corporate risk management, in the private sector and in state-owned enterprises. The review covers 26 jurisdictions and is based on a general survey of all participating jurisdictions in December 2012, as well as an in-depth review of corporate risk management in Norway, Singapore and Switzerland. The report finds that while risk-taking is a fundamental driving force in business and entrepreneurship, the cost of risk management failures is often underestim

AbstractManuscript TypeEmpiricalResearch Question/IssueDo firms take advantage of the flexibility of the "comply or explain" corporate governance disclosure regime to adopt governance practices that are best suited to their needs and value‐added to the firms as predicted by economic theories of the firm? Using the Canadian "comply or explain" corporate governance disclosure regime, we construct a board score measure based on the Canadian code's 47 "best practices." We employ a unique approach by positing that the "explain" disclosures indicate higher agency costs of best practice adoption or indicate the ability of the firm to improve its governance practices relative to "best practices" in light of firm specific circumstances.Research Findings/InsightsWe find that our measure is strongly and positively associated with higher firm value and weakly and positively associated with better operational performance. Further, our measure is more strongly associated with both than best practice adoption measures.Theoretical/Academic ImplicationsOur unique measure of governance quality reveals differences in governance efficiency and effectiveness that are consistent with the theorized advantages of "comply or explain" governance disclosure regimes. Further, our results suggest that firms in a "comply or explain" regime are not employing, on average, the discretion permitted by such a regime to avoid improvements to their corporate governance practices.Practitioner/Policy ImplicationsOur results support the proposition that the flexibility of a "comply or explain" governance regime provides tangible financial benefits to shareholders in terms of higher firm value and returns on shareholders' equity investment.

It is generally perceived that an Economy will experience rapid growth provided following Worldwide Governance Indicators (WGI) are in positive direction i.e. political instability is low, mechanisms for voice and accountability exists, control of corruption subsists and the rule of law prevails. The study aims at exploring relationship between aforementioned WGI indicators and economic growth (GDP) using estimates related to Pakistan, provided by World Bank. Moreover, researchers attempt to identify which of the WGI indicators under consideration contribute most towards economic growth. A quantitative research strategy has been adopted and statistical tools (Spearman's rho correlation and regression) have been used to test the hypotheses that researchers developed using available literature. The study concludes that out of the four dimensions of good governance, political stability contributes highly towards economic growth.

This e-book addresses interesting aspects of corruption. Corruption has been a significant public issue in most developing countries in the post-colonial era. In the past decade it has arguably become the most prominent concern of international institutions such as the World Bank. This concern has been shared by policy-makers and the public within emerging economies. Its significance in Indian public life, for example, can be gauged by the extent of the unique citizens' movement which spread to the length and breadth of the country in the past few years, inviting diverse participation

Technology platform strategies offer a novel way to orchestrate a rich portfolio of contributions made by the many independent actors who form an ecosystem of heterogeneous complementors around a stable platform core. This form of organising has been successfully used in smartphone, gaming, commercial software, and industrial sectors. Technology ecosystems require stability and homogeneity to leverage common investments in standard components, but they also need variability and heterogeneity to meet evolving market demand. Although the required balance between stability and evolvability in the ecosystem has been addressed conceptually in the literature, we have less understanding of its underlying mechanics or appropriate governance. Through an extensive case study of a business software ecosystem consisting of a major multinational manufacturer of enterprise resource planning software at the core and a heterogeneous system of independent implementation partners and solution developers on the periphery, our research identifies three salient tensions that characterize the ecosystem: standard–variety, control–autonomy, and collective–individual. We then highlight the specific ecosystem governance mechanisms designed to simultaneously manage desirable and undesirable variance across each tension. Paradoxical tensions may manifest as dualities, where tensions are framed as complementary and mutually enabling. Alternatively, they may manifest as dualisms, where actors are faced with contradictory and disabling "either…or" decisions. We identify conditions where latent, complementary tensions become manifest as salient, contradictory tensions. By identifying conditions in which complementary logics are overshadowed by contradictory logics, our study further contributes to the understanding of the dynamics of technology ecosystems, as well as the effective design of technology ecosystem governance that can explicitly embrace paradoxical tensions toward generative outcomes.