Relevant bibliographies by topics / Corporate Governance and Stakeholder Engagement

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Corporate Governance and Stakeholder Engagement'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Corporate Governance and Stakeholder Engagement"

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Low, Christopher, and Christopher Cowton. "Beyond stakeholder engagement: the challenges of stakeholder participation in corporate governance." International Journal of Business Governance and Ethics 1, no. 1 (2004): 45. http://dx.doi.org/10.1504/ijbge.2004.004896.

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Pemberton, B. C., and W. Ng. "Corporate governance paradigms of hazardous industries: Enduring challenges of Britain’s civil nuclear industry." Journal of General Management 46, no. 2 (2021): 156–67. http://dx.doi.org/10.1177/0306307020915103.

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This article discusses risk management processes in Britain’s civil nuclear industry from a corporate governance perspective. As an example of a hazardous industry that can inflict catastrophic environmental damage and fatalities, effective governance of Britain’s nuclear industry is a critical issue. Yet the industry’s history of corporate governance suggests that processes of corporate governance have regularly failed to meet core requirements of its stakeholders. A core requirement is for governance designs that recognize the interests of public owner–stakeholders. In meeting this requireme
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Turnbull, Shann. "A Sustainable Future for Corporate Governance Theory and Practice." Journal of Corporate Governance, Insurance, and Risk Management 4, no. 2 (2017): 1–27. http://dx.doi.org/10.56578/jcgirm040201.

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With this paper we show how the natural “science of control and communications in the animal and the machine” identified by Wiener in 1948 can be applied to social organizations to establish a science of governance. Evidence is provided that current practices are not consistent with the laws of nature or the practices of living things that must become self-regulating and self-governing to exist in dynamic unknowable complex environments. Case studies of stakeholder mutual firms with hundreds of boards show how an ecological form of polycentric decision-making provides: (a) division of powers;
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Knapp, Vanessa. "Sustainable Corporate Governance: A Way Forward?" European Company and Financial Law Review 18, no. 2 (2021): 218–43. http://dx.doi.org/10.1515/ecfr-2021-0010.

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Abstract This article looks at proposals to improve sustainable corporate governance of companies. These include: how to deal with shareholder primacy; a proposed requirement for companies to have an overarching purpose “to create sustainable value within planetary boundaries;” a directors’ duty to promote the undertaking’s interests to fulfil its overarching purpose; a directors’ duty to balance stakeholders’ interests; a duty to undertake a due diligence sustainability assessment; company and director liability for breaches; stakeholder enforcement of directors’ duties and public enforcement
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Barlow, Rob. "Democracy, Legitimacy, and the Standing of the Corporation in Corporate Global Governance." Proceedings of the International Association for Business and Society 31 (2020): 1–13. http://dx.doi.org/10.5840/iabsproc2020312.

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Political CSR scholars have sought to apply the concept of deliberative democracy to the practice of global corporate engagement with stakeholders. Recently, much of this work has focused on the conditions under which the decisions made within multi-stakeholder initiatives (MSI’s) should be considered democratically legitimate while relatively less attention has been paid to the practical benefits that such engagements can bring for their effectiveness when properly structured. The arguments in this essay support a shift in focus away from the former and towards the latter.
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Konadu, Renata, Gabriel Sam Ahinful, and Samuel Owusu-Agyei. "Corporate governance pillars and business sustainability: does stakeholder engagement matter?" International Journal of Disclosure and Governance 18, no. 3 (2021): 269–89. http://dx.doi.org/10.1057/s41310-021-00115-3.

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Uzoma Ihugba, Bethel. "The governance of corporate social responsibility." International Journal of Law and Management 56, no. 2 (2014): 105–20. http://dx.doi.org/10.1108/ijlma-04-2013-0015.

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Purpose – This paper aims to examine the limitations of promoting corporate social responsibility (CSR) regulation and suggests a model for improving accountability in CSR practices through stakeholder engagement-based inclusive regulation framework that is effective, coherent and responsive. Design/methodology/approach – This conceptual paper uses desk-based research to analyse extant literature on the concept of regulation of CSR by looking at examples, benefits and limitations before proposing a framework for improving CSR regulation. Findings – The paper finds that the system of promoting
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Jun, Hannah, and Minseok Kim. "From Stakeholder Communication to Engagement for the Sustainable Development Goals (SDGs): A Case Study of LG Electronics." Sustainability 13, no. 15 (2021): 8624. http://dx.doi.org/10.3390/su13158624.

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While multi-stakeholder engagement is critical to achieving the Sustainable Development Goals (SDGs), there is less understanding in the literature about how the private sector can enhance such engagement at an institutional level. In this study, we examine the case of LG Electronics (LGE), one of South Korea’s most sustainable firms. This case study highlights the key strategies that LGE employed in engaging stakeholders for the SDGs, with a focus on stakeholder scope and engagement over three phases: (1) stakeholder communication; (2) stakeholder involvement; and (3) stakeholder engagement.
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Mande, Bashir. "Board Effectiveness and Employee Engagement: Nigeria Stakeholder Perceptions." Issues In Social And Environmental Accounting 7, no. 1 (2013): 55. http://dx.doi.org/10.22164/isea.v7i1.75.

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The objective of this study is to determine whether employee participation yields effective board performance. To stimulatedebates inthe stakeholder theoretical perspective in an attempt to offer more inclusive approach to strengthen the existing governance structure in Nigeria.This research intends to investigate the suitability of employees participating in board’s decision-making hierarchy because of their contractual importance as wealth creators of the firm. A conceptual model is proposed and tested on public listed companies in Nigeria based on survey perception of sampled 154 respondent
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Engelbrecht, J., and A. Thomas. "Changes in stakeholder dynamics and salience during a mining disaster." South African Journal of Business Management 48, no. 4 (2017): 71–81. http://dx.doi.org/10.4102/sajbm.v48i4.44.

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The objective of the study was to illustrate the consequences of management oversight, as an element of poor corporate governance, of timeous stakeholder identification and engagement during a South African mining crisis. A secondary objective was to apply Quantitative Narrative Analysis (QNA), a methodology thus far mainly used in sociological research, to the understanding of this governance problem.An historical event in the South African platinum mining industry, the Marikana mining disaster, served as the unit of analysis for this case study. By utilising QNA, changes in stakeholder dynam
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Dissertations / Theses on the topic "Corporate Governance and Stakeholder Engagement"

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Abedi, Shamsabadi Hussein. "Corporate Governance and Dividend Strategy: Lessons from Australia." Thesis, Griffith University, 2017. http://hdl.handle.net/10072/365571.

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Corporate governance in Australia has become important according to both academic and managerial perspectives. The governance system is a dynamic force which has been evolving continuously. A series of corporate collapses and the recent global financial crisis have encouraged most countries including Australia to develop their governance systems, and policy makers to develop a code for the role of governance (Aguilera & Cuervo-Cazurra, 2009; Beekes et al., 2011). The common law system for corporate governance in Australia is similar to the Anglo-Saxon so-called “outsider” system of ownership a
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Leuner, Julia Bouie. "A change in focus to stakeholder engagement and reputation management aligned to King III recommendations." Diss., University of Pretoria, 2010. http://hdl.handle.net/2263/24254.

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As the King III code has been described as the future of corporate governance the question has to be asked whether corporate South Africa is able to translate this international best practice document into best practice implementation. The purpose of this research was to assess how companies and industry experts have interpreted the requirements of King III – Governing Stakeholder Relationships – and to see if there was a change in focus by companies and their boards ‘to stakeholder engagement and reputation management’. Through qualitative interviews the objective of the research was to: • fi
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Nemetz, Annette M. "A Global Investigation of Stakeholder and Contextual Influences on Firm Engagement in Sustainability." PDXScholar, 2014. https://pdxscholar.library.pdx.edu/open_access_etds/1630.

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Global sustainability issues cross all sectors of society, including businesses, governments, and communities and come with substantial costs. Business organizations are increasingly expected to address sustainability issues in a responsible manner and to disclose socially responsible behaviors accurately and transparently, showing that they are effective at managing and being proactive about sustainability challenges. In light of these pressures and expectations for business organizations, the fundamental research question for this study was whether variation existed in the levels of engageme
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Van, Wyk Louis Johannes. "Developing a corporate personality measuring instrument based on an established CSR framework / Louis Johannes van Wyk." Thesis, North-West University, 2011. http://hdl.handle.net/10394/8531.

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The increasing amount of power and potentially negative impacts that corporations exert within society has become a growing concern for many people. In response to this and due to the changing role of business in society, more and more members of social groups, who are affected by corporate activities, are claiming their rights to be better informed of and more involved in corporate decision-making. Consequently, the need for companies worldwide to be more accountable for the ways in which they conduct their business has grown at a tremendous rate. Especially during the last decade, companies
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Nichols, E. "Maturity modelling of corporate responsibility: New Zealand case studies." Lincoln University, 2005. http://hdl.handle.net/10182/1968.

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Corporations are increasingly being expected to be responsible to not only shareholders, but also to employees, society and for the environment. This expectation increases as business crises, such the Exxon Valdez oil spill and the Enron collapse, continue to occur. In New Zealand several umbrella organisations were established to aid organisations in the quest to become sustainable or corporately responsible, such as New Zealand Business Council for Sustainable Development, New Zealand Businesses for Social Responsibility, and the Sustainable Business Network. A number of high profile compani
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Beach, Sandra. "Stakeholder engagement by governance networks : a study of stakeholder engagement by road delivery network in Queensland." Thesis, Queensland University of Technology, 2013. https://eprints.qut.edu.au/60669/1/Sandra_Beach_Thesis.pdf.

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This thesis explores how governance networks prioritise and engage with their stakeholders, by studying three exemplars of “Regional Road Group” governance networks in Queensland, Australia. In the context of managing regionally significant road works programs, stakeholder prioritisation is a complex activity which is unlikely to influence interactions with stakeholders outside of the network. However, stakeholder priority is more likely to influence stakeholder interactions within the networks themselves. Both stakeholder prioritisation and engagement are strongly influenced by the way that
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Bostock, Richard. "International corporate governance : a comparative analysis." Thesis, Leeds Beckett University, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.244706.

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Falgi, Khalid I. "Corporate governance in Saudi Arabia : a stakeholder perspective." Thesis, University of Dundee, 2009. https://discovery.dundee.ac.uk/en/studentTheses/f82554d8-2b06-4949-bc1c-7ecfc27ec287.

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This thesis investigates corporate governance in Saudi Arabia by examining the perceptions of different stakeholder groups. The study examines the understanding of corporate governance, the current practice, the corporate governance framework and the impact of the social, cultural and economic aspects on the situation on corporate governance in Saudi Arabia. The study uses semi-structured interviews and a questionnaire survey with wide groups of stakeholders and an accountability perspective is adopted to interpret the results. The findings suggest that corporate governance in Saudi Arabia is
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Phillips, Robert. "Stakeholder theory, organizational ethics & a principle of stakeholder fairness." Full text available online (restricted access), 1997. http://images.lib.monash.edu.au/ts/theses/Phillips.pdf.

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Walters, Geoff. "Corporate governance in the football industry : a stakeholder analysis." Thesis, Birkbeck (University of London), 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.499055.

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Books on the topic "Corporate Governance and Stakeholder Engagement"

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Wentges, Paul. Corporate Governance und Stakeholder-Ansatz. Deutscher Universitätsverlag, 2003. http://dx.doi.org/10.1007/978-3-322-81993-2.

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Husted, Bryan. Corporate social strategy: Stakeholder engagement and competitive advantage. Cambridge University Press, 2011.

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1951-, Allen David Bruce, ed. Corporate social strategy: Stakeholder engagement and competitive advantage. Cambridge University Press, 2010.

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Gelauff, G. M. M. Governance of stakeholder relationships: The German and Dutch experience. Société Universitaire Européenne de Recherches Financières, 1997.

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Stakeholder relationship management: A maturity model for organizational implementation. Gower, 2009.

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Stakeholder theory: Impact and prospects. Edward Elgar, 2011.

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Maria, Bonnafous-Boucher, and Pesqueux Yvon, eds. Stakeholder theory: A European perspective. Palgrave Macmillan, 2005.

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A stakeholder approach to corporate governance: Managing in a dynamic environment. Quorum Books, 1989.

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Wheeler, David. The stakeholder corporation: A blueprint for maximizing stakeholder value. Pitman, 1997.

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Pamepinto, Sharon. Stakeholder proposals: Issues in Corporate Governance background report : 1991 background report M. Corporate Governance Service, Investor Responsibility Research Center, 1991.

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Book chapters on the topic "Corporate Governance and Stakeholder Engagement"

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Blanc, Mathieu, Jean-Luc Chenaux, and Edgar Philippin. "Corporate Purpose: How the Board of Directors Can Achieve an Inclusive Corporate Governance Regime." In The International Handbook of Social Enterprise Law. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-14216-1_6.

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AbstractLarge corporations are currently facing critical challenges after many financial crises and scandals, which led to a loss of public confidence. In addition, inequality, climate change, and new technologies create systemic risks for corporations. In that context, economic and legal scholars, as well as directors and regulators, extensively debate issues revolving around the “profit” of corporations as well as about the “purpose” of companies, a notion that is different from their mere “object.” In our view, the theory of the purpose-driven company could help overcome the never-ending dispute between the partisans of shareholders’ wealth maximization and the promoters of stakeholder governance. To materialize and implement the company’s purpose, missions, and core values, the board of directors (in engagement with shareholders) shall assess its impact on a broader social and economic environment. The identification and expression of the purpose will facilitate the company’s value creation and long-term business sustainability. The board of directors shall further take into consideration all stakeholders as well as define and identify the main purpose recipient (customers, employees, environment, etc.). Within this frame, the board of directors will act as both a corporate purpose guardian and a mediator of the various (potentially) conflicting interests held by the different constituencies.
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Lauesen, Linne Marie. "Engagement/Stakeholder Engagement." In Encyclopedia of Corporate Social Responsibility. Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-28036-8_355.

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Thomsen, Christa. "Stakeholder Engagement." In Encyclopedia of Corporate Social Responsibility. Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-28036-8_96.

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Tudor, Maria Cristiana, Ursa Bernardic, Nina M. Sooter, and Giuseppe Ugazio. "Behavioral Perspectives on B Corps." In The International Handbook of Social Enterprise Law. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-14216-1_12.

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AbstractThe values driving entrepreneurs are evolving from shareholder wealth maximization towards a more holistic approach wherein business impacts on all stakeholders are considered. This change has been driven in part by a societal cultural shift focused on promoting a sustainable future. To meet this cultural change demanding a balance of profit and ethics, novel entities (e.g., B Corps) have emerged in the private sector. In this chapter, we engage with behavioral perspectives to explore B Corps’ achievements, opportunities, and challenges. We first outline the transition from shareholder to stakeholder considerations, as we believe it constitutes the philosophical ethos of social enterprises. We then focus in turn on four of the five areas used by B Lab’s Impact Assessment—governance, workers, customers and consumers, and community—as they are most appropriate for an exploratory analysis of their interaction with human behavior. Specifically, in governance, we approach the topic of corporate ethics and transparency, as well as how the values of social entrepreneurs shape a firm’s culture. We then outline the relationship between purposeful work and employee performance and examine how B Corps have applied effective practices on social inclusion and employee well-being, in the workers’ section. Concerning customers and consumers, we explore a range of perspectives, including consumer motivations to purchase from B Corps, caveats of ethical consumerism, and how B Corps can capitalize on decision-making research to inspire consumer change. Additionally, we present our research on public awareness and perceptions of B Corp trustworthiness and greenwashing. Finally, the last section—community—highlights B Corps’ civic engagement and communication with their communities through social media, corporate volunteering, and charity work, among others.
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Lauesen, Linne Marie. "Stakeholder Engagement Disclosure." In Encyclopedia of Corporate Social Responsibility. Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-28036-8_87.

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Stanton, Richard. "Stakeholder Engagement and Management." In Corporate Strategic Communication. Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-54408-7_6.

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Wentges, Paul. "Corporate Governance." In Corporate Governance und Stakeholder-Ansatz. Deutscher Universitätsverlag, 2002. http://dx.doi.org/10.1007/978-3-322-81993-2_3.

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Fieseler, Christian, Kateryna Maltseva, and Christian Pieter Hoffmann. "Hedonic stakeholder engagement." In Communicating Corporate Social Responsibility in the Digital Era. Routledge, 2017. http://dx.doi.org/10.4324/9781315577234-12.

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Raval, Vasant. "Shareholder Communication and Engagement." In Corporate Governance. Auerbach Publications, 2020. http://dx.doi.org/10.1201/9781003031796-12.

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Moore, Marc, and Martin Petrin. "Institutional Investors and Shareholder Engagement." In Corporate Governance. Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-40332-2_5.

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Conference papers on the topic "Corporate Governance and Stakeholder Engagement"

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Singh, Ranjita, and Philip R. Walsh. "Firm identity and image: Strategic intent to act sustainably and the opportunistic antecedents to sustainability reporting." In Corporate governance: Theory and practice. Virtus Interpress, 2022. http://dx.doi.org/10.22495/cgtapp10.

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This study seeks to examine a firm’s likelihood and level of engagement in sustainability-oriented activities as reflected in their sustainability reporting and the extent to which the range of those activities is influenced by how they engage with stakeholders through their vision, mission and values statements.
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Al Selaiti, Iman, Maged Mabrook, Mohammad Faizul Hoda, et al. "Countrywide Integrated Capacity Model – Enabling Production Planning and Performance Management Leveraging Big Data and Digitization of Engineering Workflows." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/206293-ms.

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Abstract Production planning and performance management imply diverse challenges, mainly when dealing at corporate level in an integrated operating company. Production forecast considers technical capacities, available capacities, and operationally agreed target capacities. Such complex process may hinder taking advantage of market opportunities at the right time. Proactive scenario management and information visibility across the organization are key for success. This paper intends to share the lessons learned while rolling out a countrywide integrated capacity model solution supporting corpo
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Bertinetti, Giorgio, and Guido Max Mantovani. "Is there (a methodology to measure) a corporate governance risk premium in the corporate cost of capital?" In Corporate governance: Theory and practice. Virtus Interpress, 2022. http://dx.doi.org/10.22495/cgtapp21.

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Danielson, Morris, Karen M. Hogan, and Gerard T. Olson. "Reconciling shareholder theory in the age of ESG." In Corporate governance: An interdisciplinary outlook. Virtus Interpress, 2023. http://dx.doi.org/10.22495/cgaiop22.

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Al Dosari, Abeer. "Effective Stakeholder Engagement for Better Water and Energy Governance." In Qatar Foundation Annual Research Conference Proceedings. Hamad bin Khalifa University Press (HBKU Press), 2016. http://dx.doi.org/10.5339/qfarc.2016.sshapp1826.

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Testa, Maria, Luigi Lepore, and Sabrina Pisano. "Non-financial reporting and citizen engagement in public sector: A structured literature review." In Corporate governance: Theory and practice. Virtus Interpress, 2022. http://dx.doi.org/10.22495/cgtapp13.

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Atici, Gonca. "A review on blockchain governance." In Corporate governance: Theory and practice. Virtus Interpress, 2022. http://dx.doi.org/10.22495/cgtapp23.

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Having both opportunities and threats, blockchain is inevitably a game-changer disruptive innovation in our time. It keeps penetrating a wide scope of areas including banking, insurance, supply chain, trade finance and many more. During this penetration, it both affects and is affected by traditional governance mechanisms. Like the evolution of traditional governance mechanisms from shareholder to stakeholder model, blockchain technology advances towards optimizing the reciprocal effects of on-chain and off-chain governance. Based on the sophisticated and technology-dominated papers in the lit
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Ricci, Federica, Vincenzo Scafarto, and Gaetano Della Corte. "Board gender diversity and corporate environmental sustainability: A research agenda." In Corporate governance: Theory and practice. Virtus Interpress, 2022. http://dx.doi.org/10.22495/cgtapp3.

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Environmental sustainability as a pillar of corporate sustainability has gained increasing prominence in policy and academic discourses (Birindelli, Iannuzzi, & Savioli, 2019). The rise of regulatory frameworks, combined with stakeholder pressures to discourage actions that are harmful to the community and the environment, are driving companies to respond to the increased demand for environmental sustainability as a means to enhance their reputation and sustain their business over time. The results of this study may contribute to a better understanding of the role of board gender diversity
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Streever, Bill, Christopher Jan Herlugson, Lidia Ahmad, et al. "Managing Marine Mammal Issues: Corporate Policy, Stakeholder Engagement, Applied Research, and Training." In SPE International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production. Society of Petroleum Engineers, 2008. http://dx.doi.org/10.2118/111479-ms.

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Cucari, Nicola, Giorgia Tapino, Francesco Drigo, and Sergio Carbonara. "How to improve the pension fund engagement: A research proposal for Italian pension funds." In New Challenges in Corporate Governance: Theory and Practice. Virtus Interpress, 2019. http://dx.doi.org/10.22495/ncpr_27.

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Reports on the topic "Corporate Governance and Stakeholder Engagement"

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Lapcha, Haidar, and Yusra Mahdi. Coalition Building for Better Religious Education Reform. Institute of Development Studies (IDS), 2021. http://dx.doi.org/10.19088/creid.2021.002.

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Developing a good pro-pluralism religious education curriculum requires much planning and a deep understanding of the context. In a country like Iraq, where the education system is in decline due to years of conflict, weak governance and management, and a displacement crisis, this becomes a challenging task. This Learning Briefing, prepared during the implementation phase of the Coalition for Religious Equality and Inclusive Development (CREID) project to introduce reform to the religious education curriculum in Iraq, highlights the key areas of best practices and lessons learned from our stak
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Herbert, Sian. Reducing Criminal Violence Through Public Sector-led Multisectoral Approaches. Institute of Development Studies, 2021. http://dx.doi.org/10.19088/k4d.2022.043.

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The last decades have seen increased consensus for the need to understand and address violence through a public health approach, and a preventative approach, as embodied by Sustainable Development Goal (SDG) 16. This necessitates a multi-sector and multi-stakeholder approach, yet poor governance continues to threaten progress on this agenda. Many policy approaches to urban violence tend to take an approach that is either place-based; people-based; or behaviour-based and include a range of initiatives. The INSPIRE initiative is a key global response to tackling violence against women (VAW) and
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