CaseStudy.co.in » Corporate Governance

The corporate governance of an organisation managing Islamic charitable endowments (waqfs)

maddy — Mon, 30 Jan 2012 11:40:04 +0000

Charitable endowments (known in Arabic as waqfs) or pious endowments (Behrens-Abouseif, 1994) have their roots in the charitable donation of assets. This Islamically-based financial tool has been utilised to fund large-scale projects. The underlying principle of the charitable endowment is that the donated asset can never be sold, and the returns arising from the asset are for the use of the community. Read More...

Will Wall Street Redefine The MBA Curriculum?

maddy — Wed, 25 Jan 2012 23:40:03 +0000

Management courses at business schools have always been the subject of much debate and discussion. Schools have had to modify and adapt to constantly changing economic demands, but 2010 might just be the most game changing yet. Today, we are well on our way to making core classes on ethics and sustainable business practices a real and relevant part of MBA curricula. While the approach has differed by school—some have made these courses compulsory, others have preferred the electives route—the central concern remains the need for responsible leadership in the marketplace. Read more...

casestudy on child labour in west bengal

Anglo American: Setting new standards of Business ethics and corporate social responsibility

maddy — Sun, 15 Jan 2012 11:40:10 +0000

Anglo American is a world leader in mining. It is a UK-based plc that operates in many countries around the globe, including Africa, Europe and the UK. It extracts metals, such as copper and platinum, and coal and its Tarmac business produces asphalt and concrete for roads. Mining can have a big impact on the environment and involves governments, as resources are owned by nations. Mining operations therefore usually require a licence. There may also be pressure groups involved so it is vital for mining companies to gain support from the communities in which they work. To underpin this, they must act ethically. Read more...

Risk Intelligent Governance

maddy — Wed, 21 Dec 2011 11:40:04 +0000

This publication provides information on the board's role in risk oversight and includes six areas of focus coupled with action-oriented steps to take, along with questions for management, and tools that may help a board execute on its risk oversight responsibilities. Read more...

Transforming group strategy using Enterprise Risk Management

maddy — Sun, 11 Dec 2011 11:40:01 +0000

RSA (formerly Royal & SunAlliance) has enjoyed a remarkable turnaround in its fortunes in the past few years. After experiencing what the Financial Times described as a “near death experience” in 2002, it has recorded several years of increased profitability, rising share prices and positive ratings developments. Although all shares have recently felt the effects of a falling market, most analysts expect RSA to continue to outperform its peers. Read more to know why RSA is able to achieve this feat...

Corporate Governance and Competition: A Case Study with Indian Perspective

admin — Fri, 14 Oct 2011 11:40:10 +0000

The aim of this case study is to show the interaction effect of product market competition and corporate governance variables on firm performance. While the linkage between internal governance mechanism and firm performance is well established in several studies, the interaction between internal and external governance mechanism has received very little attention in emerging market economies. Here the independence and interaction effect of ownership and competition variable on firm level productivity has been emphasized. Contrary to conventional wisdom, the aim of documentation here is to show that competition has in reality become a discernible force in developing economies. The econometric modeling result confirms while the standalone effect of ownership variable on productivity is mostly insignificant, there is a strong positive interaction effect with competition variables. click here for complete case study

Corporate Governance: Role of independent directors

admin — Sat, 17 Sep 2011 11:40:12 +0000

In today's time the independent directors play an important role in the company but whether these independent directors can play an effective role has, however, always been a matter for dispute. This case study reveals that the legal framework and share structure which currently exists in China, there is very narrow scope for independent directors to carry out their function. The case also suggests the various measures that can be taken in order to enhance the effectiveness of boards of directors. refer to the complete case

Corporate Governance: The power of shareholders

admin — Tue, 13 Sep 2011 11:40:26 +0000

Michael Eisner of Disney and Sir Philip Watts of Shell have both been forced to relinquish their roles as chairman. These changes have been chalked up as victories for shareholders. But have investors really got the better of the imperial boss? entire case

Corporate Governance: a theoretical approach

admin — Wed, 07 Sep 2011 11:40:03 +0000

This paper pretends to do a theoretical approach of Corporate Governance, having as support some case studies about companies like Coca-Cola, Nokia, Microsoft, and Amazon.com. The methodology adopted for this work is based in information from these companies available in their websites and annual reports. I concluded that both companies show the corporate governance components according to their core business and their environmental business. click for details

Costs Are Cool: The Strategic Value of Economic Clarity

admin — Sat, 07 Aug 2010 18:31:17 +0000

For most nonprofit organizations, the art of making tradeoffs is a condition of survival as well as a key element of success. With limited means to address substantial social challenges, nonprofit leaders constantly make choices about the most effective way to allocate available resources among competing priorities. Information about revenues (in the form of donations, grants, and earned income) is usually fairly solid, organizational knowledge about costs tends to be weak. This is particularly the case when it comes to the true, all-in costs of providing services, running programs and otherwise operating the organization. Lacking this information, nonprofit executives often end up having to make important resource-related decisions on the basis of intangibles such as intuition, the skills and knowledge of the program staff, or the preferences and inclinations of the organization’s funders. Read more...

costs are cool the strategic value of economic clarity