Skip to main content
SpringerLink
Log in

Diversity and Corporate Governance

  • Chapter
Diversity

Abstract

In the broadest sense, the purpose of corporate governance is to ensure that listed companies are fair and honest with their range of stakeholders. These stakeholders include shareholders, employees, customers and society at large.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 119.00
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 109.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 150.00
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  • Abrahami, A. (2005), ‘Business Governance: Sarbanes-Oxley Act (SOA) Compliance’, Management Services, Vol. 49, No. 3, pp. 28–31.

    Google Scholar 

  • Agrawal, A. and Knoeber, C.R. (1996), ‘Firm performance and mechanisms to control agency problems between managers and shareholders’, Journal of Financial and Quantitative Analysis, Vol. 31, pp. 377–397.

    Article  Google Scholar 

  • Berg, S. V. and Smith, S. K. (1978), ‘CEO board chairman: A quantitative study of dual versus unitary leadership’, Directors and Boards, Vol. 3, pp. 34–39.

    Google Scholar 

  • Berkrot, B. (2006), ‘LSRI drops to Pink Sheets amid animal rights action’, Reuters News Service, 10 February.

    Google Scholar 

  • Brown, L. D. and Caylor, M. L. (2004), Corporate governance and firm performance (Georgia State University, URL: http://papers.ssrn.com/sol13/papers.cfm?abstract_id=586423, retrieved 25th October 2005).

    Google Scholar 

  • Boyd, B. K. (1995), ‘CEO duality and firm performance: A contingency model’, Strategic Management Journal, Vol. 16, pp. 301–312.

    Article  Google Scholar 

  • Cadbury, A. (1992a), Report of the Committee on the Financial; Aspects of Corporate Governance, London: Gee & Co. Ltd.

    Google Scholar 

  • Cadbury, A. (1992b), Calling firms to account without stifling (The Times, 28th May 1992, pp. 23).

    Google Scholar 

  • Cadbury, A. (2002), Corporate Governance and Chairmanship — A Personal View, Oxford: Oxford University Press.

    Book  Google Scholar 

  • Daily, C. M. and Dalton, D. R. (1992), ‘The relationship between governance structure and corporate performance in entrepreneurial firms’, Journal of Business Venturing, Vol. 7, pp. 375–386.

    Article  Google Scholar 

  • Desmarais, P. Jr. (2004), Personal Discussion with Kai Peters at AACSB Annual Conference (Montreal, June 2004).

    Google Scholar 

  • Donaldson, L. and Davis, J. H. (1991), ‘Stewardship theory or agency theory: CEO governance and shareholder returns’, Australian Journal of Management, Vol. 16, pp. 49–64.

    Article  Google Scholar 

  • Ezzamel, M. A. and Watson, R. (1993), ‘Organisational form, ownership structure and corporate performance: A contextual empirical analysis of UK companies’, British Journal of Management, Vol. 4, pp. 161–176.

    Article  Google Scholar 

  • Friedman, T. L. (2005), The world is flat: A brief history of the twenty-first century, New York, NY: Farrar, Straus & Giroux.

    Google Scholar 

  • Greebury, S. R. (1995), Directors’ Remuneration, London: Gee & Co. Ltd.

    Google Scholar 

  • Klein, A. (1998), ‘Firm performance and board committee structure’, Journal of Law and Economics, Vol. 41, pp. 137–165.

    Article  Google Scholar 

  • Laing, D. and Weir, C. (1999), ‘Governance structures, size and corporate performance in UK firms’, Management Decision, Vol. 37, No. 5, pp. 457–467.

    Article  Google Scholar 

  • Mallin, C, Mullineux, A. and Wihlborg, C. (2005), ‘The Financial Sector and Corporate Governance: The UK Case’, Corporate Governance, Vol. 13, No. 4, pp. 532–541.

    Article  Google Scholar 

  • OECD (2004), OECD Principles of Corporate Governance, last accessed February 24, 2006 http://www.oecd.org/dataoecd/32/18/31557724.pdf

    Google Scholar 

  • Pearce, J. A. and Zhara, S. A. (1992), ‘Board compensation from a strategic contingency perspective’, Journal of Management Studies, Vol. 29, pp. 411–438.

    Article  Google Scholar 

  • Rechner, P. L. and Dalton, D. R. (1989), ‘The impact of CEO as board chairperson on corporate performance: Evidence versus rhetoric’, Academy of Management Executive, Vol. 3, pp. 141–143.

    Article  Google Scholar 

  • Rechner, P. L. and Dalton, D. R. (1991), ‘CEO duality and organisational performance: A longitudinal analysis’, Strategic Management Journal, Vol. 12, pp. 155–160.

    Article  Google Scholar 

  • Romano, R. (2005), ‘Sarbanes-Oxley: Quack corporate governance’, Corporate Board, Vol. 26, No. 154, pp. 5–11.

    Google Scholar 

  • Scott, M. (2005), Achieving Fair Value, London: John Wiley and Sons.

    Google Scholar 

  • Spira, L. F. (2001), ‘Enterprise and accountability: Striking a balance’, Management Decision, Vol. 39, No. 9, pp. 739–748.

    Article  Google Scholar 

  • Toronto Stock Exchange (1994), Where Were the Directors? Guidelines for Improved Corporate Governance in Canada (The Toronto Report) Toronto: TSE.

    Google Scholar 

  • Toronto Stock Exchange (1999), Five Years to the Dey, Toronto: Institute of Corporate Directors.

    Google Scholar 

  • Turnbull, N. (1999), Corporate Guidance for Internal Control, London: Gee & Co. Ltd.

    Google Scholar 

  • Vance, S. C. (1964), Board of Directors: Structure and Performance, Eugene, OR: University of Oregon Press.

    Google Scholar 

  • Yermack, D. (1996), ‘Higher market value of companies with a small board of directors’, Journal of Financial Economics, Vol. 40, pp. 185–212.

    Article  Google Scholar 

Download references

Authors
  1. Kai Peters
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Kurt April
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Marylou Shockley
    View author publications

    You can also search for this author in PubMed Google Scholar

  4. Vinay Dhamija
    View author publications

    You can also search for this author in PubMed Google Scholar

Editor information

Editors and Affiliations

  1. Graduate School of Business, University of Cape Town, South Africa

    Kurt A. April PhD (University Senate Member and Professor) (University Senate Member and Professor)

  2. California State University, Monterey Bay, USA

    Marylou L. Shockley PhD (Associate Professor and Chair in the School of Business) (Associate Professor and Chair in the School of Business)

Copyright information

© 2007 Kai Peters, Kurt April, Marylou Shockley and Vinay Dhamija

About this chapter

Cite this chapter

Peters, K., April, K., Shockley, M., Dhamija, V. (2007). Diversity and Corporate Governance. In: April, K.A., Shockley, M.L. (eds) Diversity. Palgrave Macmillan, London. https://doi.org/10.1057/9780230627529_13

Download citation

Publish with us

Policies and ethics

Search

Navigation