Results 81 to 90 of about 140,375 (277)

Women on boards and greenhouse gas emission disclosures [PDF]

open access: yes, 2019
We apply institutional and board capital theory to examine whether women on boards are associated with disclosure and quality of corporate greenhouse gas (GHG) emissions related reporting.
Chapple, Laurelle   +3 more
core   +2 more sources

Independent Female Directors and Green Innovation in China: The Moderating Roles of Ownership Structure and Market Competition

open access: yesBusiness Strategy and the Environment, EarlyView.
ABSTRACT This study examines the impact of independent female directors (IFDs) on green innovation (GI) among Chinese‐listed firms from 2008 to 2023. Additionally, we investigate the moderating effects of ownership structure and market competition on the relationship between IFD and GI.
Muhammad Usman   +4 more
wiley   +1 more source

Power relations between boards and senior managers in the governance of public and non-profit organisations

open access: yes, 1999
This paper presents the findings of an in depth study of power relations between boards and senior managers in four organisations: a school and a FE college from the public sector and a national overseas development agency and a community-based ...
Cornforth, Chris
core  

Gender diversity in the board, women’s leadership and business performance [PDF]

open access: yes, 2018
Purpose: This paper investigates how gender diversity in top management—i.e., boardroom and top management positions—impacts business performance among Colombian public businesses. Design/methodology/approach: Building on the Upper Echelon theory which
Lafuente González, Esteban Miguel   +2 more
core   +3 more sources

The Degradation of Access‐Based Business Models: Customer Misbehavior and Shared Mobility

open access: yesBusiness Strategy and the Environment, EarlyView.
ABSTRACT Access‐based services are considered one of the strategies to embed sustainability in business models. Yet, because the evolution of these business models has been overlooked, we do not know whether their promise to create triple value is sustained.
Andres Camacho, Carmen Valor
wiley   +1 more source

The Social Construction of Sarbanes-Oxley [PDF]

open access: yes, 2007
The closer one looks at SOX and its origins in the financial scandals of the early 2000s, the blurrier the picture, which lets commentators see what they want to see and draw inferences accordingly. That is why social construction is so crucial.
Langevoort, Donald C.
core   +2 more sources

How to Navigate Disrupted Business Models in the 21st Century: At the Crossroads of the Circular Economy and the Industry 4.0 Transition

open access: yesBusiness Strategy and the Environment, EarlyView.
ABSTRACT Our planet faces a critical crisis, with pollution, resource depletion and biodiversity loss surpassing sustainable limits. Businesses must address these challenges, with the circular economy and Industry 4.0 offering transformative potential through closed‐loop systems, regenerative solutions and advanced technologies.
Agnes Toth‐Peter   +3 more
wiley   +1 more source

Mission Investments At The Packard Foundation [PDF]

open access: yes, 2015
Since the Packard Foundation's first PRI in 1980, its approach to mission investing has evolved dramatically. This report by Redstone Strategy Group documents key learnings from some of the Foundation's more innovative, complex deals -- experiences that ...

core  

Do the Generational Cohorts of CEOs Influence Corporate Travel Emissions?

open access: yesBusiness Strategy and the Environment, EarlyView.
ABSTRACT According to Mannheim's generational theory, each generation exhibits unique attitudes that shape its behaviour. This paper suggests that a CEO's generational background can shape their environmental views, which, in turn, influence the company's business travel policies.
Gbenga Adamolekun   +2 more
wiley   +1 more source

Should I Stay or Should I go? Founder Power and Exit via Initial Public Offering [PDF]

open access: yes, 2019
Founders can voluntarily exit their ventures via initial public offerings (IPOs). In this study, we build on power theory to develop and test a model of founder exit using a dataset of 313 founders from 177 entrepreneurial IPOs between 2002 and 2010.
Peng, B. G.   +3 more
core   +2 more sources

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