Ivey Business Journal Online

Bimonthly journal publishing scholarly articles written by business management professionals.

Articles from September/October

Capturing Board Potential: A Value Adding Approach
A board is often a snapshot of the organization: There are a lot of talented individuals, but the real challenge is getting them to work together, for the common good. These professors have developed five principles to enhance the process. The first...
Corporate Governance and Firm Performance: Is There a Relationship?
The belief that governance best practices lead to superior firm performance is widespread. But as academic research and this article demonstrate, most studies prove that there is no link between governance and performance. Nor is there proof that the...
Individual Director Evaluations: The Next Step in Boardroom Effectiveness
Skeptics see little value in assessing the performance of individual directors. But these coauthors, experts in leadership and governance, say that correctly carried out, evaluations are highly valuable and provide a mechanism for the board and...
Innovating for Growth: Now Is the Time
Now might seem an odd time to talk about growth. Some signs are promising, but corporate planning is complicated by unknowns involving economic prospects, capital markets, geopolitics, terrorism and pandemics. Shouldn't we be hunkering down and just...
Pricing Organizational Knowledge: An Imperative
Putting a price tag on knowledge was once as unthinkable or implausible as the idea of managing knowledge. Today, however, it is unthinkable that an organization can claim to be managing knowledge effectively without having a pricing regime in place....
The Coming Revolution in Corporate Governance
Most of the talk about better corporate governance has focused on the independence of directors and the separation of the CEO and chair. Not so, argue these authors, who point out that the most important factor is board process -- how boards work...
The Role and Value of an Effective Advisory Board
An effective advisory board, properly composed and structured, can provide non-binding but informed guidance and serve as a tremendous ally in the quest for superior corporate governance. This author, a lawyer with significant experience on boards...
What Continues to Be Wrong with Corporate Governance . . . and How to Fix It
Reform of corporate governance is hindered by incremental approaches to improvement derived from management. A more powerful paradigm emerges from considering imperatives inherent in the board's organizational position rather than from analyses more...