bluuebunny/crossref_metadata_2025_split huggingface dataset:
The inability of compliance strategies to prevent collusive conduct
Authors: Berzins Michelle , Sofo Francesco 
Published: January 2010

PurposeThe purpose of this paper is to show that cartel conduct is a common example of non‐compliance with competition laws and, in order to generate insight and lessons regarding aspects of corporate governance, two areas of cartel behaviour are to be analysed. The first is the extent to which employees of organisations were aware of the seriousness and illegality of their cartel conduct, and the second is the extent to which determining bodies acknowledged the presence or absence of compliance strategies within corporations being prosecuted for cartel conduct.Design/methodology/approachA measurement matrix devised from the literature was used as a methodological framework through which content analysis was conducted to explore whether cartel offenders were aware of the illegality of their behaviour and whether the presence or absence of compliance strategies was acknowledged by the court. In total, 69 publicly available investigatory outcomes sourced from 11 different jurisdictions were analysed.FindingsThe findings suggest a need for competition regulators to educate and raise the awareness of business people to improve understanding of the deleterious effects of cartels and of the provisions of relevant legislation in order to achieve better corporate governance and observance of enacted laws.Originality/valueIn 71 per cent of matters examined, cartel participants were found to be aware of the illegality of their behaviour and, whilst 45 per cent of Australian companies had no compliance programme in place to begin with, some other companies had established compliance programmes which were blatantly ignored by employees.
Introduction: Leadership and corporate social responsibility
Authors: Van Velsor Ellen 
Published: January 2010

PurposeThe purpose of this Guest editorial is to introduce a much needed special issue on leadership and sustainability/CSR, and to provide a road‐map for readers as to focus and content. And, last but not least, it seeks to present an opportunity for the Guest editor to thank the many kind people who gave of their time to review the many papers submitted for this special issue. If it were not for their help and wisdom, the project would not have been possible.Design/methodology/approachThe Guest editorial begins by reviewing some of the key issues facing leaders in organizations operating in a context of both serious global social problems and looming environmental crises.FindingsIt was found that, while books and articles focusing on CSR abound, there is very little that addresses the leadership aspect, and even less that is based on sound empirical research.Originality/valueThe introduction provides a brief overview of the articles contained in the special issue and a summary of what each contributes to the field.
Developing leaders for sustainable business
Authors: Hind Patricia , Wilson Andrew , Lenssen Gilbert 
Published: January 2010

PurposeThe purpose of this paper is to explore how organisations can develop leaders who have the competences necessary to ensure the sustainability of the company. It considers how the understanding and practice of responsible leadership can be enhanced by defining the competencies for integrating social and environmental considerations into business decision‐making processes.Design/methodology/approachThe research comprised two phases. An initial questionnaire surveyed a sample of managers operating in the public and private sectors in Europe (n=108). A second stage of the research used in‐depth interviews with 11 leading European‐based multinational companies.FindingsResults indicate that, whilst the qualities and skills of responsible leadership can be identified, a further mediating concept deemed to be “reflexive abilitites” is posited as required to explain their translation into individual managerial behaviours. The paper describes the nature of these reflexive abilities.Research limitations/implicationsA key limitation of the research is the small sample size, both for the survey and for the interviews. Further research is needed to develop a clearer understanding of the nature and functioning of the “reflexive abilities” and to establish the robustness of these concepts.Practical implicationsThe results of the research support the current awareness amongst management educators that the development of successful business leadership requires more than training in “hard” business functions. Although the importance of experientially learned “soft skills” has been acknowledged, the paper suggests that the development of responsible leadership needs a third dimension to be incorporated into management education.Originality/valueThe paper suggests that “reflexive abilities” should be developed as core competencies in management development. For the development of responsible leadership it is necessary to foster the intellectual capacities to reflect upon, synthesise and integrate local and global business information in a way that leads to a new interpretation of both factual and emotional data. These abilities may enable leaders to develop new ways of thinking and new business models which will ensure the sustainability of their businesses. The paper explores the implications for those responsible for designing and delivering management development programmes.
Leading for sustainability: implementing the tasks of leadership
Authors: Quinn Laura , Dalton Maxine 
Published: January 2010

PurposeThe purpose of this paper is to expand the field of sustainability/corporate social responsibility research to include a focus on leadership. It aims to present an exploratory study of senior leaders in organizations formally adopting principles of sustainability and how these leaders enact the tasks of leadership: setting direction, creating alignment, and maintaining commitment within the context of sustainability.Design/methodology/approachThe study uses a qualitative approach, sampling senior executives from organizations formally adopting sustainability practices and using a structured interview to uncover their leadership practices related to sustainability.FindingsLeaders adopting sustainability practices are similar to other “effective” leaders and yet they also have additional capacity and mindset to include a wider expanse of stakeholders and a different mindset as to the purpose of organizations.Research limitations/implicationsLimited sample of senior executives/CEOs, as well as a difficulty in attesting an organization's level of commitment to sustainability; this research links the field of leadership to the field of sustainability and calls for a more in‐depth investigation into the roles leaders and leadership play in the successful implementation of sustainability practices.Originality/valueLeaders interested in pursuing a sustainability agenda should pay attention to how the concept is framed and introduced into the organization; they should build capacity in their systems (educational, communication, rewards, performance, etc.) and culture to support sustainability, and broad and deep stakeholders engagement is essential for success.
CSR leaders road‐map
Authors: Kakabadse Nada K. , Kakabadse Andrew P. , Lee‐Davies Linda 
Published: January 2010

PurposeThe purpose of this paper is to outline how CSR can be effectively implemented and driven through the organisation. The emphasis of the paper is not on CSR definition but on the skills and capabilities needed by individuals and organizations to fully implement CSR application.Design/methodology/approachAs a qualitative study, interview, data feedback, and participant observation were the particular methodologies adopted.FindingsThree stages of CSR implementation and, within those stages, ten leadership skills and capabilities are identified. The nature of their inter‐relationship and how that impacts on application, is discussed and explored. The ten skills and capabilities form a portfolio for individual leaders to consider and indeed develop in their management of CSR. These capabilities are called forth in three logical stages from those required for early decision making to those required for full enactment of CSR, forming a clear model. This model provides a road‐map for leaders to increase their consciousness and their effectiveness in the implementation of true rather than token CSR.Research limitations/implicationsA limitation is the qualitative case‐based method. The learning arising from the study can be pursued and further tested through quantitative survey methods in order to provide for balanced, comparative analysis.Practical implicationsA road‐map to effective CSR application for leaders of organisations is offered. This road‐map can be used to guide current leaders and as a guide to developing future leaders.Originality/valueOriginality is high as no such model of CSR application exists. The value of the paper is to offer a research‐based practical guide to CSR implementation.
Improving sustainability in the financing of large infrastructure projects: what role for leaders?
Authors: Caspary Georg 
Published: January 2010

PurposeThe purpose of this paper is to compare the stringency of different types of public financing institutions' safeguard mechanisms in the financing of large dams in developing countries. It seeks to do so by examining: the institutional strategies and policies currently in place in a set of key public financing institutions; and project‐level case studies of dams financed by these institutions and the stringency with which existing policies are applied by the key financing institutions. It aims then to cite the key factors determining why the “safeguard‐performance” between these types of financing institutions differs and what the implications are for leaders working to effect improvements in these areas.Design/methodology/approachThe study compares the safeguard mechanisms of two types of financing institutions by applying a set of benchmark criteria to both existing strategy and policy documents and to the actual application of those policies at the project level, through correspondence, interviews, and site visits.FindingsThe study argues that leaders may make a difference on improving the sustainability performance gap in the financing of large dams – with more difficulty in those cases where the current gap is mainly to be explained by “systemic” factors; and arguably with more ease in cases where the current gap is caused mostly by other factors.Research limitations/implicationsThe study leads to the above findings for the case of public financing institutions and large infrastructure projects (with a focus on dams). To make for greater generalisability of the findings, future research should complement this work by focusing on private financing institutions and on the financing of other types of projects.Practical implicationsLarge infrastructure projects have massive social and environmental impacts, and public financial institutions have a large stake in determining the sustainability (or otherwise) of these projects. The paper seeks to help make large infrastructure investments more sustainable by providing guidance to leaders as to where and how sustainability aspects could best be integrated in financing decisions for these projects.Originality/valueThe value added lies in helping leaders define where sustainability efforts in large infrastructure finance are warranted – and where, conversely, they represent largely wasted efforts.
Sustainable leadership: management control systems and organizational culture in Novo Nordisk A/S
Authors: Morsing Mette , Oswald Dennis 
Published: January 2010

PurposeThe purpose of this paper is to demonstrate how top managers seek to provide the necessary leadership inside an organisation when sustainability is a primary strategic objective, and the paper seeks to ask to what extent it is possible to influence sustainability at the operational level by contemporary management control systems as it proposes to integrate the perspective of organizational culture.Design/methodology/approachThe paper is based on a single case study of Novo Nordisk A/S.FindingsThe paper concludes by asking questions to managerial practice as well as to theory, concerning to what extent sustainability practices are measured by concurrent management control systems, and to what extent organizational culture perspective is a necessary prerequisite to manage and control sustainable leadership practice.Research limitations/implicationsFuture research should engage in exploring informal and organizational cultural aspects of how managers control the integration of sustainability into business practice.Practical implicationsThe paper is based on a single case study of a company internationally known for its high standards of sustainable leadership practice, and the conclusions therefore provide guidelines for other managers considering ways of integrating sustainability.Originality/valueThe paper brings new attention to the appropriateness of existing management control systems when managers attempt to control sustainability practices and it suggests the importance of organizational culture in an original case study of Novo Nordisk A/S.
Factors influencing the attitude towards corporate social responsibility: some empirical evidence from Italy
Authors: Maccarrone Paolo 
Published: January 2010

PurposeThe purpose of this paper is to illustrate the results of research work aimed at investigating the approaches to corporate social responsibility (CSR) by Italian companies, and at analysing the emerging analogies and differences in the light of some explanatory contingent variables.Design/methodology/approachCase study methodology was used for the empirical analysis, due to the objectives and the exploratory nature of the research. The results of the empirical analysis were then used to build an explanatory model of the correlationships between contingent (exogenous) variables and endogenous parameters (i.e. CSR approaches descriptive variables).FindingsThe results of the empirical analysis show that there are some industry‐specific aspects, which seem to influence the choices of top management of the interviewed companies. Other relevant context factors seems to be the size and the degree of internationalisation of a company, as well as factors linked to a predominant value system (named “corporate DNA”) and the level of integration between CSR strategy with the overall competitive strategy.Research limitations/implicationsOwing to the research methodology used for the empirical analysis, and the relatively low number of case studies, results cannot be generalised. This was the first stage of a larger research project. Next steps will include both more extensive empirical analysis to test the relevance of the most important correlationships that have been identified, as well as more thorough analysis on industry‐specific issues (through case studies).Practical implicationsThe paper is useful both for scholars/academics dealing with CSR, and for managers of companies that operate in the analysed industries.Originality/valueThe paper makes a contribution to the understanding of the different behaviour of companies with regard to CSR issues. In particular, it focuses on Italian companies, and tries to make a first systematisation of the empirical findings according to a contingent approach. It provides also an interesting basis for a cross‐country analysis.
The Sarbanes‐Oxley Act of 2002: a five‐year retrospective
Authors: Petra Steven T. , Loukatos Gerasimos 
Published: January 2010

PurposeThe Sarbanes‐Oxley Act has celebrated its fifth anniversary. This paper aims to discuss the effectiveness and usefulness to the accounting profession and the investing community of the reforms set forth in the Act.Design/methodology/approachVarious components of the Sarbanes‐Oxley Act of 2002 are explored in detail, predominantly those dealing with corporate governance and internal controls. Discussions with practicing certified public accountants along with opinions from other professionals in the investing community are used to gain insight into the Act's effects on those who work its provisions on a daily basis.FindingsDiffering opinions exist as to the effects of the reforms on the accounting profession, financial reporting, capital markets, and ultimately, investor confidence. Some experts feel the reforms are helping to restore investor confidence in issuer's financial statements while others feel the cost of compliance with the Act's reforms exceed the benefits.Practical ImplicationsImplementation of the Act's reforms are not without controversy. This paper highlights the need for investors to understand the nature and issues surrounding the reforms to help increase investor confidence in the financial markets.Originality/valueThis paper reviews the origins of the Act's reforms and their intended purpose. A better understanding of the reforms and discussions with experts in the business community allows investors to determine the effectiveness and usefulness of the Act.
Governance implications of the effects of stakeholder management on financial reporting
Authors: Mattingly James E. , Harrast Steven A. , Olsen Lori 
Published: January 2010

PurposeThe purpose of this paper is to test whether effective stakeholder management results in transparent financial reporting.Design/methodology/approachThis paper uses a linear model informed by stakeholder theorizing and established measures of stakeholder management, earnings quality, and earnings management.FindingsOrganizations exhibiting effective stakeholder management have higher earnings quality and are less likely to engage in discretionary earnings management.Research implicationsFuture research should carefully sort out the meaning of different measures of earnings quality, should clarify cross‐national institutional differences to reconcile contradictions in extant research, and should discover the underlying governance orientations that shape decision‐making processes and outcomes.Practical implicationsGoverning bodies must take into account how underlying organization cultures shape governance regimes, which may determine the transparency with which organization actors interact with various stakeholder groups.Originality/valueThis study establishes a positive link between effective stakeholder management and transparent financial reporting, suggesting that both may be artifacts of deeper underlying orientations toward accountability, transparency, and managerial discretion.
On the management success of regulative failure: standardised CSR instruments and the oil industry's climate performance
Authors: Lerum Boasson Elin 
Published: January 2010

PurposeCorporate social responsibility (CSR) may serve as a regulatory framework for corporate practices or as a management trend that helps to improve the legitimacy of corporations. This article explores whether and how petroleum corporations' adherence to standardised CSR instruments has influenced how they deal with climate change.Design/methodology/approachComparative case study of Hydro and Shell based on assessments of central documents, publications on CSR and interviews with corporate representatives.FindingsThe management trend mode of CSR has prevailed within both companies. Company conduct is deeply influenced by the global petroleum field, but it mainly promotes CSR as legitimacy enhancer and hinders the instruments in working as regulative frameworks. Hydro executives have no aim of applying the CSR instruments to guide their actions. Executives at Shell have tried, but without being fully able to get the vast Shell group to adapt. Thus far, the failure of CSR as a regulative framework seems to contribute to its success as legitimacy enhancing concept. Nonetheless, it is not clear whether the two trends will continue to contrast or if they may start to work in conjunction.Research limitations/implicationsDue to the global organisational span of such corporations, CSR research may gain from focussing specifically on institutionalisation processes at the level of their global organisational field.Practical implicationsThe negative trade‐off between CSR as legitimacy enhancer and as a regulative framework may represent a core concern for CSR practitioners. Further, the findings indicate that it may prove more fruitful to develop CSR instruments within specific organisational fields than to focus on holistic instruments.Originality/valueThe framework applied tracks micro‐effects of the instruments and provides insights into the relative importance of company‐internal and ‐external factors. This may prove fruitful for CSR research directed at other business and social concerns.
View from the top: what directors say about board process
Authors: Maharaj Rookmin 
Published: January 2010

PurposeThis paper aims to use the argument that formal regulations alone may not be the defining factor in improving corporate governance and the decision making process of the BOD.Design/methodology/approachBased on 20 semi‐structured interviews with board chairs, members of corporate boards, CEOs, and upper/executive management at 12 Canadian companies, a bird's eye view is taken from the top. A content analysis of the interviews was performed. a clear picture about the interaction and behaviour of directors emerged. Subsequently, three objectives that are required for effective decision‐making were developed: knowledge; motivation; and transmission channels/internal control. The analysis offers three critical objectives, which all boards should endeavour to accomplish.FindingsThese interviews demystify board process and provide the bases for three critical objectives for effective corporate governance: ascertain and embellish the knowledge base of directors; motivate directors to share and gather information; and ensure clear and fluent transmission channels exist.Practical implicationsThe usual board measures such as CEO duality, insider and outsider ratio, number of board members and directors' share ownership may not be the only critical determinants of board effectiveness.Originality/valueConventional notions of decision making have neglected key human faculties and individual characteristics that combine to determine organizational outcomes. This paper fulfils a need for research in the area of board processes and board decision making and provides a roadmap to improve corporate governance within organizations.
From risk management to citizenship corporate social responsibility: analysis of strategic drivers of change
Authors: Castelló Itziar , Lozano Josep 
Published: January 2010

PurposeThe purpose of this paper is to understand whether firms evolve towards more comprehensive postures of CSR and what strategic factors drive the change.Design/methodology/approachThe approach is deductive‐inductive research based on six critical case studies and supported by extensive review of related literature. The paper provides historical analysis of six firms leaders in their industry (Nike, Shell, General Electric, 3M, CEMEX and IBM) combining primary and secondary data.FindingsFirms evolve over time towards more complex CSR postures. This evolution is driven by some key strategic factors. The article sets out a three‐stage framework connecting CSR evolution and the strategic change factors.Practical implicationsThe paper provides managers with a framework to promote strategic CSR change in their organizations.Originality/valueThe paper is a joint research study on the evolution of CSR and strategic drivers of change.