Corporate Governance and Organizational Behavior Review

Journal Information
ISSN / EISSN : 2521-1870 / 2521-1889
Published by: Virtus Interpress (10.22495)
Total articles ≅ 48
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SHERPA/ROMEO
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Hany El Beshlawy, Sinan Ardroumli
Corporate Governance and Organizational Behavior Review, Volume 5, pp 57-58; doi:10.22495/cgobrv5i1p6

Abstract:
The board of directors’ role is evolving and becoming more important in the wake of corporate scandals resulting in the collapse of large corporations and losses to shareholders. Poor governance can lead to wrong decision-making, which might destroy organizations, particularly during times of environmental turbulence. The 2008 Global Financial Crises followed by the 2011 Arab Spring throughout the MENA region and then the 2019 pandemic situation are few of many factors that created a turbulent economic and political environment for organizations, highlighting the importance of excellent decision-making skills. However, there is limited research on boards’ decision-making during difficult times in the MENA region. The authors interviewed 26 board members of 21 companies operated under duress to examine the effects on boardroom level decision making of the magnified levels of duress and stress experienced during turbulent times. Key findings from the research include trends in emotional responses in relation to decision-making, changes in the decision-making process after crises, leadership positions, and board behavior. The authors recommend that boards incorporate diversity training and awareness into all levels of their decision-making process and to the board members’ selection process. Future research should expand to different regions and industries and examine the effects of board members’ personal traits and backgrounds on their quality of choices and decision-making
Nawazeesh Muhammad Ali, Wanakiti Wanasilp
Corporate Governance and Organizational Behavior Review, Volume 5, pp 46-56; doi:10.22495/cgobrv5i1p5

Abstract:
Poverty is a socio-economic problem in Bangladesh which is an emerging economy. The research question of the study is “What are the ways of poverty drop in Bangladesh from the regulation of international political economy and development perspective and how governance of the country can reduce poverty?”. The time period of the research work is from August 2020 to December 2020. The study estimates the multiple regression equation. The study found that life expectancy and crude birth rate per 1000 are significant at a 5% level of significance against per capita GDP. Rising per capita GDP is the chief indicator of poverty reduction in the study, and the export earnings have been found to have a prominent role in rising per capita GDP indicating the needs for a stronger global partnership (SDG-17) alongside a strong local collaboration to achieve poverty reduction and become a middle-income country as per the Government’s Vision 2021. The study has observed that Bangladesh is gradually decreasing poverty over the time period, along with rising per capita income for which stable government regulation to drive poverty is needed so that LDC graduation in 2026 can be feasible
Ramzi Trabelsi
Corporate Governance and Organizational Behavior Review, Volume 5, pp 37-45; doi:10.22495/cgobrv5i1p4

Abstract:
The Tunisian Post is a multi-business organization and operates in a changing environment; it faces risks, internal or external. The Tunisian Post has taken a step in this new area of expertise, which is reflected in the establishment of an Operational Risk Management Unit. The main purpose of this article is to present the first experience of the Tunisian Post in this area of expertise. A survey was conducted by the risk management unit (RMU) on a sample of 65 postal offices in the period between 2015 and 2017. The survey covers almost all of the Tunisian territory. A database containing all the probable risks was sent to the post managers at the regional level to give their assessment in terms of frequency and impact of each type of risk on their structures. More than 40 executives and employees at the regional and central levels participated in the brainstorming for the development of recommendations and the establishment of a road map. The results showed that the risks related to IT risks are more frequent and critical, which can deter the quality of the services at the regional level. Despite the increasing attention to risk management in the public sector, more research is required, especially in the postal sector. Operational risk management is the unrevealed black box (Bracci, Tallaki, Gobbo, & Papi, 2021). So, this paper presents a practical and professional manner to analyze better the entities’ function at the regional level.
Hugh Grove, Maclyn Clouse, Tracy Xu
Corporate Governance and Organizational Behavior Review, Volume 5, pp 26-36; doi:10.22495/cgobrv5i1p3

Abstract:
The major research question of this study is how boards of directors can monitor human resource reporting, especially with emerging reporting requirements from the U.S. Securities and Exchange Commission (SEC) for all domestic and foreign public companies listed on U.S. stock exchanges. Boards can develop advising and monitoring practices to help their companies meet the SEC’s human capital reporting requirements, as shown by the following topics discussed and analyzed in this paper: criticisms of the modernization of Regulation S-K by using principle-based versus rules-based disclosures; a way forward on the modernization of Regulation S-K; sustainability accounting standards; human resource accounting; board responsibility for white-collar crime risk; and collegiality conundrums. We find that a possible way forward in modernizing human capital reporting would be to combine a rules-based approach with a principles-based approach. We recommend boards to closely follow the United Nation’s Sustainable Development Goals and create opportunities to steer their companies towards a sustainable future. We also research the newly developed accounting standards to address human resource risks and promote sustainable human capital reporting. In addition, we identify the strategies for boards to monitor the risk of white-collar crime and highlight the balance between collegiality and effectiveness in the boardroom. Future research could use case studies and interviews of company boards to investigate how they have developed strategies and procedures to facilitate human resource management and reporting
Bruno Elmôr Duarte,
Corporate Governance and Organizational Behavior Review, Volume 5, pp 15-21; doi:10.22495/cgobrv5i1p2

Abstract:
This article analyzes conflicts between principals that led to activism by one large Brazilian government-owned investor as a minority shareholder and verifies the antecedents, means employed, apparent motivations, and effectiveness of its reactions (Goranova & Ryan, 2014). It examines the cases of three large high ownership concentration listed companies using solely public sources. Poor performance was a frequent conflict antecedent. No evident trade-off between activism and corporate governance (CG) practices emerged. High ownership concentration influenced the way the investor reacted and its success because opposition through internal CG mechanisms was usually not successful and led to legal proceedings. The limitations of the regulatory framework became evident from the mixed outcomes of these proceedings. The investor was not exclusively financially motivated and it occasionally opposed the interests of other minority shareholders to follow government policy. These findings illustrated how high ownership concentration rendered difficult the mitigation of principal-principal conflicts even for a large government-owned investor and help explain the failure of previous econometric studies to relate activism, quality of CG practices and performance (Young, Peng, Ahlstrom, Bruton, & Jiang, 2008)
Shirley Mo Ching Yeung
Corporate Governance and Organizational Behavior Review, Volume 5, pp 8-14; doi:10.22495/cgobrv5i1p1

Abstract:
A blended learning culture is both a challenge and opportunity under post-COVID-19 for knowledge transfer and sustainable development, with the aim of maintaining social distancing policy and social interaction among learners, teachers, and invited industry guest speakers. In this paper, we review documents in blended learning from Asia, America, and Europe with the key elements in blended learning for faculty development in higher education (HE) institutions. The objective was to identify the key elements in blended learning with innovations and research technology capabilities for a way normal of learning and teaching under COVID-19. Based on the qualitative results of NVivo, it has been identified that the key elements of blended learning are: 1) technology for projects and 2) technology for engagement. These two elements are proposed to relate to Kolb’s experiential learning cycle of active experiment and concrete experience and reflective observation of the new learning experience for sustainable development
Fred Amonya
Corporate Governance and Organizational Behavior Review, Volume 4, pp 50-58; doi:10.22495/cgobrv4i2p5

Abstract:
Public policy is analysis and synthesis. Yet communication straddles the two. The depth of analysis and rigour of synthesis is in tension with the efficacy of communication. Consequently, a strong policy requires a holonomic space that reduces tension. This paper illuminates that argument. It is a contrasted case study of two policy perspectives on Africa, motivated by the concept of public-private partnerships (PPP). The paper contrasts the nexus of Robert McNamara in the late sixties with the zeitgeist of the infrastructure gap at the unfolding of the new millennium. That contrast illuminates Africa’s failure to capture the fundamentals of PPP. Africa sees PPP as a subject of finance, not efficiency. The concept has been reduced to a yawning gap in finance. And a key reason for that myopic view is that banner called infrastructure gap. That flaw reflects not just weakness in the agency of policy. It also yearns for a holonomic space of policy. McNamara benefitted from the post-war space. After this paper was drafted, COVID-19 struck the world. This pandemic offers space for Africa (and the world) to mould thrusts of policy comparable to McNamara’s nexus
Lateef Oyinloye, Temitayo O. Olaniyan, Bamidele O. Agbadua
Corporate Governance and Organizational Behavior Review, Volume 4, pp 40-49; doi:10.22495/cgobrv4i2p4

Abstract:
Modigliani and Miller's (1963) paper made revelations on the importance of leverage in reducing tax payment obligations. Shareholders'
Shirley Mo Ching Yeung
Corporate Governance and Organizational Behavior Review, Volume 4, pp 30-39; doi:10.22495/cgobrv4i2p3

Abstract:
This work is licensed under a Creative Commons Attribution 4.0 International License. Abstract The purpose of this paper is to explore the key
Moses Onyoin
Corporate Governance and Organizational Behavior Review, Volume 4, pp 18-29; doi:10.22495/cgobrv4i2p2

Abstract:
The proliferating phenomenon of public-private partnership (PPP) in public service provision continues to lay a firm foundation for the growth of organizations of hybrid character (van Gestel, Denis, & Ferlie, 2020). Unfortunately, the effects of such organizational arrangements on critical management practices remain underexplored (Berman, 2012). Analytically focusing on purpose-based taxonomy of practices including hiring, training, compensation, and employment relations (Chuang, Chen, & Chuang, 2013), this paper theoretically explores the possible implications of the PPP modality on human resource management (HRM) practice at the organizational level. Thirteen (13) critical propositions are delineated from interpretively intersecting extant knowledge from PPP and HRM strands of literature. In essence, the analysis suggests a) the high dependence of HRM practice and decision-making on the structural and institutional context, b) the necessity for more agility, characterized by adaptability and dynamism, and c) the need for a changed management competence profile of practitioners focusing on strategic and integrative skills sets in a PPP organization context. The paper advances the propositions as important insights for practitioners and as potent directions for further research.
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