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The Secret to Boards in Reinventing Themselves

In: How to Make Boards Work

Author

Listed:
  • Ouarda Dsouli
  • Nadeem Khan
  • Nada K. Kakabadse

Abstract

After centuries of established corporate governance practice and a variety of national (Sarbanes-Oxley Act, 2002; UK Codes of Corporate Governance, 1992–2010; Viénot Reports, 1995–99, 2000) and international codes of good corporate governance practices (Organisation for Economic Co-operation and Development, 1999, 2004) it seems that either the regulations are not working or that simply a few powerful elites, such as the Bilderberg group, define corporate faith and the parameters of corporate governance design and debate (Richardson et al., 2011). Thus, it appears that we are back to where we started as captured by Argenti’s (1976) six principal symptoms for corporate collapses: one-man rule; non-participative board; imbalanced management top team; lack of management depth; a weak financial function; and a combined chairperson/CEO role.

Suggested Citation

  • Ouarda Dsouli & Nadeem Khan & Nada K. Kakabadse, 2013. "The Secret to Boards in Reinventing Themselves," Palgrave Macmillan Books, in: Andrew Kakabadse & Lutgart Berghe (ed.), How to Make Boards Work, chapter 4, pages 95-136, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-27570-7_5
    DOI: 10.1057/9781137275707_5
    as

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