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More and more large public U.S. companies are reporting on their sustainability efforts. According to a recent report from the Sustainable Investment Research Analyst Network (SIRAN), 86% of the Standard & Poor's 100 companies had sustainability information on their websites by the end of 2007, up from 58%  in the middle of 2005.Â
Surprisingly often, executives with impressive track records are mysteriously transformed into corrupt and tyrannical monsters once they become CEOs. What danger signals do these individuals exhibit, and what measures can be taken to reduce the likelihood of hiring them?
The modern corporation can be traced back four centuries to the formation of the Dutch East India Company, considered the first joint-stock company. On the other hand, democracy has been employed in different parts of the world for millennia.
Two views of board/CEO relationship persist. One is the common view that boards that are “entrenched” — or insulated from shareholder action — will ignore a struggling CEO to the detriment of shareholder interests.
Successful strategy emerges from a decision process in which executives develop collective intuition, accelerate constructive conflict, maintain decision pacing, and avoid politics.
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Under certain conditions, a firm’s capabilities and those of its potential partners can influence boundary decisions.
The experiences of an Italian copper-products company yield lessons for firms engaged in global mergers and acquisitions.
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