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Journal Corporate Governance and Sustainability Review

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Corporate Governance and Sustainability Review; doi:10.22495/cgsr

Amer Al Fadli
Corporate Governance and Sustainability Review, Volume 4, pp 21-32; doi:10.22495/cgsrv4i1p2

Kali Charan Sabat, Sciprofile linkBala Krishnamoorthy
Corporate Governance and Sustainability Review, Volume 4, pp 8-20; doi:10.22495/cgsrv4i1p1

The publisher has not yet granted permission to display this abstract.
Corporate Governance and Sustainability Review, Volume 3, pp 4-6; doi:10.22495/cgsrv3i2_editorial

Abstract:The papers published in this issue of the journal present an heterogeneous variety of topics in international research, in line with the aims and scope of the journal, devoted to: corporate governance, firm performance and executive compensation; social performance rating in co-operatives; sustainable development goals, CSR, consumer data protection policy; stock option plans; online customers’ rating and firms’ performance in the hotel industry; reputational threats and their financial consequences for decision-makers; climate change governance mechanisms and sustainable food productions
Eric Pichet
Corporate Governance and Sustainability Review, Volume 3, pp 76-79; doi:10.22495/cgsrv3i2p8

Abstract:This review covers the book titled “CHALLENGES AND OPPORTUNITIES IN ITALIAN CORPORATE GOVERNANCE”, which was written by Salvatore Esposito De Falco, Federico Alvino, Nicola Cucari, Luigi Lepore (Virtus Interpress, 2019; ISBN: 978-617-7309-07-8). The review shortly outlines the structure of the book, pays attention to its strong sides and issues that will be, by the reviewer’s point of view, most interesting for the reader.
Robert Ddamulira
Corporate Governance and Sustainability Review, Volume 3, pp 64-75; doi:10.22495/cgsrv3i2p7

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Jesus Jimenez-Andrade, Timothy Fogarty
Corporate Governance and Sustainability Review, Volume 3, pp 54-63; doi:10.22495/cgsrv3i2p6

Abstract:All organizations confront the possibility of scandal; however, the reputational threat caused by scandal is exacerbated when these events are not properly addressed. Since scandals also have the potential to adversely affect organizational personnel, dilemmas arise regarding traditional ideas of employee agency. In this study, we conduct an experiment manipulating the severity of the reputational threat and its financial consequences for decision-makers, using actual corporate officers and internal auditors. One key question is this: “Are corporate decision-makers’ responses to potential scandals affected by whether they, as incentivized individuals (via stock options), have “skin in the game?” Findings indicate that corporate personnel believe corporations should respond aggressively to scandals having potential reputational consequences; however, they prefer not to proactively respond to reputational threats when expected personal gains are likely to be jeopardized. Internal auditors, by contrast, are less sensitive to personal gains. An archival supplementary analysis supports these findings by suggesting that equity compensation was 17.7% higher before a severe reputational event.
Jahidur Rahman, Xu Yufei
Corporate Governance and Sustainability Review, Volume 3, pp 46-53; doi:10.22495/cgsrv3i2p5

The publisher has not yet granted permission to display this abstract.
João Silva, André Feiteiro
Corporate Governance and Sustainability Review, Volume 3, pp 34-45; doi:10.22495/cgsrv3i2p4

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Shirley Mo-Ching Yeung
Corporate Governance and Sustainability Review, Volume 3, pp 26-34; doi:10.22495/cgsrv3i2p3

Abstract:The purpose of this paper is to review different ways of promoting a sustainable development (SD) mindset to engage employees and management to explore, to explain, to elaborate and to evaluate to become future sustainability leaders. After reviewing literature on sustainable development mindsets, sustainable development goals (SDGs), corporate social responsibility (CSR) and analysis of social dimension policy of 10 China-based listed companies (2006 to 2017) in Bloomberg database with members in UN Global Compact (2004 to 2017), it has been found that employee CSR training policy and consumer data protection policy are not common in selected organizations, except two communications related organizations. And, policies on equal opportunities, health & safety, and human rights are mostly in place. Among 10 selected organizations, Petro China and China Mobile Communications are found with these three policies in place in past 11 years (2007 to 2017). It is suggested that individual employee attributes, knowing and being in relation to social policy, need to be strengthened; perception of tasks, implementing CSR and consumer policies with inspirations on sustainability, need to be maintained in the organizational core activities; and value creation, realising the importance of consumer data protection with design thinking and system thinking in product/ service innovations, need to be enhanced for sustainable development. The findings provide insights for management in developing sustainable development mindset for employees and brand-building for organizations. The ultimate output of the paper is a model for promoting a Sustainable Development Mindset with employee CSR policy/consumer data protection relayed social policy for advancing quality management (QM). Therefore, academics, industry practitioners, NGOs and policy makers shall consider these findings when exploring the applications of UNSDGs related tools to advance quality outputs with brand-building effect in an innovative way.
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