David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jonathan Jenkins Ichikawa
Jack Alan Reynolds
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Journal of Business Ethics 32 (3):205 - 218 (2001)
Board composition, insider participation on compensation committees, and director compensation practices can potentially cause conflicts of interest between directors and shareholders. If these corporate governance structures result in situations where actions beneficial to directors do not also benefit shareholders, then shareholders may suffer.Corporate ethics programs usually address conflicts of interest that may arise in the firm''s activities. Some boards of directors take active roles in their firms'' ethics programs by actively overseeing the programs. This paper empirically examines the relationship between ethics programs and potential conflicts of interest and the relationship between board involvement in a firm''s ethics program and potential conflicts of interest.
|Keywords||board of directors conflicts of interest corporate governance ethics programs|
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Mark S. Schwartz, Thomas W. Dunfee & Michael J. Kline (2005). Tone at the Top: An Ethics Code for Directors? [REVIEW] Journal of Business Ethics 58 (1-3):79 - 100.
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Jacob M. Rose (2007). Corporate Directors and Social Responsibility: Ethics Versus Shareholder Value. [REVIEW] Journal of Business Ethics 73 (3):319 - 331.
Alex W. H. Chan & Hoi Yan Cheung (2012). Cultural Dimensions, Ethical Sensitivity, and Corporate Governance. Journal of Business Ethics 110 (1):45-59.
Xingqiang Du (2013). Does Religion Mitigate Tunneling? Evidence From Chinese Buddhism. Journal of Business Ethics (2):1-29.
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