- 2015-03-09 (x)
- Fisk, Alan (x)
- Corporate governance (x)
- Search results
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Show moreIn July 2002, Congress passed the Sarbanes-Oxley Act, which mandated that public corporations substantially change their corporate governance practices. Sarbanes-Oxley was the result of egregious practice of corporations, directors, officers, and advisors, which resulted in billions of investor dollars being misappropriated and lost. Substantial corporate resources are being expended to comply with the intended (statutory) consequences of the Act. Within the framework of stockholder theory, the historic CEO-centric model of governance is being replaced by the independent director-centric model (post Sarbanes-Oxley). As a consequence of Sarbanes-Oxley, its foundational requirement of agency theory application advances an adversarial model of distrust. The theory of trust will help frame the board and CEO dilemma of acting cohesively as the roles and responsibilities of the board and CEO are transforming. Within trust, the concept of high trust/high distrust depicts a practice model that could evolve as a result of the Act. The board and management must continue to focus their collective efforts for the benefit of the shareholders who have entrusted them with their financial well-being.
Doctorate of Management Programs
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Show moreResearchers are challenging extant models of nonprofit governance practices. Given an apparent shortfall in effective practice, a deductive study is conducted to determine the impact of a refined management model, relational governance, on outcomes cited in the literature as examples of effective practice. Relational governance emphasizes partnering, advising relationships between board and management and builds on recent nonprofit governance literature while contrasting on several dimensions with the well-known extant model policy governance. A research design is presented for empirically testing the relational governance model by means of a survey instrument made available to the unit of research, current and former nonprofit board members. An early result of the research provides empirical support which demonstrates the value of putting a board’s varying skills to good use, maintaining a board/CEO relationship as one of advising and partnering, and maintaining an open flexible, innovative work environment to better manage a nonprofit organization. Research results may have implications for practitioners and researchers interested in understanding how to optimize the utilization and potential contribution of senior nonprofit volunteers and directors.
Doctorate of Management Programs
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