Boards & Corporate Governance

Most boards neglect engaging in timely planning for CEO transitions. Here’s how to make it a priority.

Recent research offers strategies to help boards negotiate executive contracts that align compensation with results.

Be on the lookout for these practices that prevent boards of directors from functioning effectively.

Board committees are key to strong corporate governance. Learn five ways to maximize the effectiveness of their members.

CEOs can foster a more effective C-suite by better balancing the tension between collaboration and competition.

Don’t over-rely on a chief information security officer: Every board member must learn cybersecurity.

Regulators want better cybersecurity oversight by corporate boards. Here’s how to find a qualified expert director.

Leaders can avoid labor disputes by communicating with employees and seeking their input in corporate governance.

Research on stock buybacks does not find evidence that the practice results in the economic costs that critics allege.

Corporate downfalls offer a warning about the risks of trading competitive advantages for short-term financial gains.

The CARE model is a road map for increasing diversity among organizations’ board members and assessing boards’ impact.

MIT SMR’s fall 2022 issue includes articles on board refreshment, collaborative relationships, and management skills.

This issue of MIT SMR focuses on customer relationships and their connection to innovation and value.

Joint ventures are key to meeting strategic objectives — but neglecting governance puts JVs and their shareholders at risk.

Many companies are just going through the motions of recruiting more diverse board members. That needs to change.

An empowered strategic integrity function is key to developing a more proactive and systemic approach to governance.

Having different social media identities for different sets of stakeholders is no longer possible.

Craft a plan for the last 100 days before a CEO’s departure to ensure a smooth leadership transition.

This issue of MIT SMR looks at corporate values and purpose, risk management, and the role of the CFO in acquisitions.

When CFOs have greater influence, companies are less likely to destroy value by overpaying for acquisitions.