Corporate governance structures and models play a crucial role in the success of organisations, including their impact on Corporate Social Responsibility (CSR).

Zohpius

April 10, 2023

Ethics and Governance: these settings please do so in your profile settings. Ethics, CSR and Corporate Governance in Practice – Industry Focused Report

Assessment task details:
Corporate governance structures and models play a crucial role in the success of organisations, including their impact on Corporate Social Responsibility (CSR). Good corporate governance provides organisations with responsibilities not only for the economic consequences of their activities, but also for social and environmental implications.

Students now have the opportunity to practice demonstrating their understanding by comparison of different corporate governance approaches of two organisations.

The two organisations to be examined are:

(1) Singapore Airlines (Singapore), and

(2) The Evergrande Group (China).

The comparison of two organisational will give you an opportunity to identify two board structures and models and the current organisational context.

One organisation is stable, and the other is facing an embattled situation. While some of the negative press is a consideration, you are to focus on the governance arrangements and changes that have contributed to both stability or instability.

Students must focus on the literature and supporting their critical observations.

As a reminder, the theories and concepts we covered are:
Accountability of organisational boards, e.g. Schillemans and Bovens (2019).

Strengths and weaknesses of extant governance models Schillemans and Bovens (2019), and stakeholder perspectives Freeman (2008); Mitchell et al (1997).

Draw on course literature and concepts

Where relevant, alternative governance models and structures (Government Business Enterprises (GBEs)/State Owned Enterprises (SOEs), cooperatives, unitary boards, dual tier boards/codetermination/Works Councils). If students identify that a State Owned Enterprise is relevant, they should briefly rule out for example, other models, e.g. dual tier boards.

Stakeholder value (Freeman 2008), Government Business Enterprises (GBEs) (Bovens 2019; Henderson & Clarke 2016), co-operatives (Erassti et al 2017; Cook 1995), and codetermination on boards & works councils/dual boards (Jackson & Muellenborn 2012; Frege 2005, 2002; Hertig 2006).