Corporate Governance and Organizational Behavior Review

Journal Information
ISSN / EISSN : 25211870 / 25211889
Current Publisher: Virtus Interpress (10.22495)
Total articles ≅ 33
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Latest articles in this journal

Corporate Governance and Organizational Behavior Review; doi:10.22495/cgobr

Vinay Kandpal
Corporate Governance and Organizational Behavior Review, Volume 4, pp 8-14; doi:10.22495/cgobrv4i1p1

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Nour El Houda Yahiaoui, Abdelmadjid Ezzine
Corporate Governance and Organizational Behavior Review, Volume 4, pp 15-29; doi:10.22495/cgobrv4i1p2

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Salvatore Esposito De Falco
Corporate Governance and Organizational Behavior Review, Volume 3, pp 4-6; doi:10.22495/cgobr_v3_i2_editorial

The new challenge is to review the behavior of the proprietary system and its relationship with the company; the objective is to fill the great void left by the agency's theory, giving greater consideration to the interests of the company itself, as the bearer of its own expectations and needs, even independent of the ownership system. The possible considerations that arise from it, therefore, must not be limited to studying the relationship between Principal and Agent, but between Principal-Agent-Firms. In this new perspective, research on Corporate Governance must more consider the interest of the firm. In this issue of Corporate Governance and Organizational Behavior Review, the trends highlighted welcome these new considerations. The debate is still on the basic stage, but hopefully, it can contribute to the start of a change of mind.
Hanne S. Birkmose
Corporate Governance and Organizational Behavior Review, Volume 3, pp 58-59; doi:10.22495/cgobr_v3_i2_p6

This review covers the book titled “Corporate Ownership and Control: International Trends”, which was written by Alexander N. Kostyuk, Marco Tutino, Stefan Prigge (Virtus Interpress, 2019; ISBN: 978-617-7309-06-1). The review shortly outlines the fundamental questions researched in 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 and focuses on the contribution of this book to the ongoing discussion on key questions relating to corporate ownership and control.
Ali R. Almutairi, Majdi A. Quttainah
Corporate Governance and Organizational Behavior Review, Volume 3, pp 52-57; doi:10.22495/cgobr_v3_i2_p5

This review paper highlights the internal and external corporate governance mechanisms in the State of Kuwait. It sheds light on the legal environment by which Shari’ah is a major source of legislation. Since culture is influenced by religion, the ownership structure is, therefore, affecting legislation. Further, it discusses the market for corporate control, which is an important determinant of corporate governance external mechanism. Due to regional geopolitical instability, disruption of the full implementation of corporate governance and code of ethics is prevalent. Nevertheless, Kuwait is on the right path for the reinforcement of corporate governance and its code of ethics.
Sandra Damijan, Jože P. Damijan
Corporate Governance and Organizational Behavior Review, Volume 3, pp 40-51; doi:10.22495/cgobr_v3_i2_p4

Because of deploying specific methods of privatization that favoured domestic over foreign owners and that enabled both internal owners and state-controlled funds to gain control over companies, corporate governance in Slovenia used to be a cumbersome issue over the last two decades. This led to an on-going battle for control over companies. On one side, in addition to management buy-outs, internal owners used peculiar methods, such as “shares parking” at related companies to gain control over companies of interest without having to engage in a takeover procedure. On the other side, the government used its state-controlled funds to gain control over strategic companies in specific sectors, such as finance, energy, transport and telecommunications. Combined with direct holdings of assets by the state, this gave the existing political coalition in power a mechanism to exert control over a large number of companies and to interfere with the management of privatized firms through an adverse selection of candidates for supervisory boards and board of directors. The victims of these unsound corporate governance practices were usually small shareholders and suboptimal performance of companies. For a private sector, the “game-changer” was a financial crisis that deprived many management-owned companies of control over the companies, while government involved in some changes in the regulatory framework to fight peculiar corporate governance practices. However, while Slovenia has gradually established a modern framework for a transparent corporate governance system, regulating listed and non-listed private companies as well as SOEs, the practices deployed by the parties are still far from transparent, adequate and professional.
Grace Oluwafunmilayo Obalade, Kayode Kingsley Arogundade
Corporate Governance and Organizational Behavior Review, Volume 3, pp 30-39; doi:10.22495/cgobr_v3_i2_p3

The study was borne out of the need to assess the effect of ethical climate on deviant behavior among employees in the educational institutions and the need to ascertain whether workplace deviant behavior has a force to bear with institutional ownership. Questionnaires (375) were distributed among the academic and administrative staff of Ekiti State University (EKSU), Afe Babalola University Ado-Ekiti (ABUAD), the Federal University of Technology Akure (FUTA) and Elizade University, Ilara-Mokin (EU); selected using multistage sampling technique. Descriptive statistics (table, percentage) and inferential statistics (simple regression) were employed to analyse the data. Simple regression was used to analyse the data. Based on the test of the hypothesis, the study found that deviant behavior among employees of selected public and private universities can be significantly determined by ethical climate factors. Ethical climate contributed significantly to deviant behaviors in the public and private universities showing probability of t-statistic (.012 &.022) lesser than 5%. Hence, it is concluded that the ethical climate or wrong ethical system is the major determinant of deviant behaviors in selected public and private universities.
Viwe Mrwebi, Yongama Cici
Corporate Governance and Organizational Behavior Review, Volume 3, pp 19-29; doi:10.22495/cgobr_v3_i2_p2

The study explores the issue of innovative leadership in the financial sector and opts to use a case of a bank in South Africa. The existing empirical literature delivers a detailed review of leadership pioneering with the issue of risk management. Due to the constant change in the global space and evolution in the needs of consumers, in the taste of financial service providers, innovation from human resources is now the key to sustainability. However, risk management plays a fundamental role in the operations of financial sectors, and particularly for banks as their operational risks are also frequently financial risks. Hence, to ensure that all is well balanced this study explores innovative leadership in the financial sector in South Africa. The research project was qualitative in nature, with primary data collected using email interviews and document analysis. The research found that the main problem is the operational structures that guide the financial sectors. To this end, the artifact that was produced to address the problem is a conceptual framework as a recommendation to be utilised by the bank to allow freedom to leaders and their team to be innovative within the confinements of the organisational structures.
Enock Jengre, Stephen D. Kpinpuo
Corporate Governance and Organizational Behavior Review, Volume 3, pp 8-18; doi:10.22495/cgobr_v3_i2_p1

This study investigates the factors that influence youth participation in local level governance in Ghana, a developing country. The Upper West Region was selected as a case study for this research. Through focus group discussions and in-depth interviews, as well as analysis of policy documents, the study reveals that the youth are more skillful in the use of technology and other strategic interventions to help address local, national, and global issues. Nonetheless, they are often marginalized and discriminated by their older partners at the Wa Municipal Assembly (WMA). Factors such as institutional barriers, partisan politicking, and inadequate resources account for much of the limitations placed on youth participation in the WMA. Given that the youth constitute more than half of Ghana`s population and 36% of the population of Wa, it is important to rethink the place of the youth in the management of the Metropolitan, Municipal, and District Assemblies