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Can Diversity in the Boardroom Quell Corporate Corruption? Steven A
Loyola University Chicago, School of Law LAW eCommons Faculty Publications & Other Works 2003 Flaw in the Sarbanes-Oxley Reform: Can Diversity in the Boardroom Quell Corporate Corruption? Steven A. Ramirez Loyola University Chicago, School of Law, [email protected] Follow this and additional works at: http://lawecommons.luc.edu/facpubs Part of the Securities Law Commons Recommended Citation Ramirez, Steven, Flaw in the Sarbanes-Oxley Reform: Can Diversity in the Boardroom Quell Corporate Corruption, St. John’s L. Rev. 837 (2003). This Article is brought to you for free and open access by LAW eCommons. It has been accepted for inclusion in Faculty Publications & Other Works by an authorized administrator of LAW eCommons. For more information, please contact [email protected]. A FLAW IN THE SARBANES-OXLEY REFORM: CAN DIVERSITY IN THE BOARDROOM QUELL CORPORATE CORRUPTION? STEVEN A. RAMIREZt INTRODUCTION Why talk about the intersection of race and corporate law? Because that is literally where the money is. Corporations produce ninety percent of our total gross domestic product.1 The top 500 corporations control seventy-five percent of our nation's most productive assets.2 In a society that is as materialistic as ours, to talk about any systemic racial reform without discussing corporate governance misses this central point.3 In short, if our society continues to be permeated by the consequences of yesteryear's apartheid, it is axiomatic that corporate governance f Professor of Law and Director, Business and Transactional Law Center, Washburn University School of Law. Courtney T. Kennedy and Brian Perkins provided excellent research assistance for this Article. -
Case Global News from the International Law Center & Institutes
v. 6 no. 1 2014 Case Global News from the International Law Center & Institutes Professor Timothy Webster testified in January before the Congressional-Executive Commission on China chaired by Sen. Sherrod Brown. A Growing Presence Case Western Reserve’s connections to China help educate next generation of global lawyers uring commencement last May, on both sides of the Pacific recognize our and met with Chinese faculty and deans. the make-up of the graduating expertise in China’s legal affairs.” Webster spoke flawless Mandarin, often Dclass evidenced a new facet of Case to profuse applause. Western Reserve’s international program: Recruiting efforts have increased. one-quarter of the nearly 250 diplomas An engaged alumni base in China is They also presented their research to awarded went to Chinese citizens in both growing. Case Western Reserve’s partner receptive audiences at some of China’s JD and LLM programs. institutions now include the top 10 best law schools. Scharf discussed universities in China. several case studies from his latest book, “Our presence in China is rapidly growing. Customary International Law in Times There is no question about it,” said In February, Webster and Interim Dean of Fundamental Change (Cambridge Timothy Webster, Assistant Professor Michael Scharf, Director of the Frederick University Press, 2013). Webster spoke and Director of East Asian Studies. “And K. Cox International Law Center, visited about anti-Asian, and particularly anti- it’s not just that we are attracting more Beijing, Chongqing and Shanghai. The Chinese, bias in the implementation students. We have a growing alumni two hosted receptions for alumni, base in China, and government officials prospective students and their families Continued on page 7 Ranked 15th in the nation by U.S. -
Emory University School of Medicin
l efile GRAPHIC p rint - DO NOT PROCESS I As Filed Data - I DLN: 93493195004117 Return of Organization Exempt From Income Tax OMB No 1545-0047 Form 990 ij Under section 501 ( c), 527, or 4947 ( a)(1) of the Internal Revenue Code ( except private foundations) 2 p 1 5 Do not enter social security numbers on this form as it may be made public _ Department of the ► Treasury Information about Form 990 and its instructions is at www IRS gov/form990 ► Inspection Internal Revenue Service A For the 2015 calendar ear, or tax e inning 09-01-2015 , and ending 08-31-2016 C Name of organization B Check if applicable D Employer identification number EMORY UNIVERSITY Address change 58-0566256 CAROL KISSAL F Name change % Doing business as Initial return F_ Final E Telephone number return/terminated Number and street (or P 0 box if mail is not delivered to street addre5 1599 CLIFTON ROAD 3RD FLOOR Suite [Amended return (404)727-2827 [Application Pending City or town, state or province, country, and ZIP or foreign postal code ATLANTA, GA 30322 I I G Gross receipts $ 3,590,027,938 F Name and address of principal officer H(a) Is this a group return for Claire E Sterk PRESIDENT subordinates? [ Yes 1599 CLIFTON ROAD 3RD FLOOR No ATLANTA,GA 30322 H(b) Are all subordinates I Tax - exempt status IYes [ No 1 501(c)(3) F_ 501( c) ( ) 1 (insert no ) F_ 4947(a)(1) or F 527 included? If"No," attach a list (see instructions) 3 Website : http // www emory edu ► H(c) GrouD exemption number ► L Year of formation 1836 1 M State of legal domicile GA K Form of organization [ Corporation [ Trust [ Association [ Other ► © Summary 1Briefly describe the organization's mission or most significant activities EMORY UNIVERSITY'S MISSION IS TO CREATE, PRESERVE, TEACH, AND APPLY KNOWLEDGE IN THE SERVICE OF HUMANITY AND TO PROVIDE EXCELLENCE IN PATIENT CARE V ti 7 2 Check this box ► F- if the organization discontinued its operations or disposed of more than 25% of its net assets L5 3 Number of voting members of the governing body (Part VI, line 1a) . -
LEADING and MANAGING GLOBALLY VP+ Directors Managers with YALE SCHOOL of MANAGEMENT and INTERNATIONAL INSTITUTE for MANAGEMENT DEVELOPMENT (IMD)
Target Audience LEADING AND MANAGING GLOBALLY VP+ Directors Managers WITH YALE SCHOOL OF MANAGEMENT AND INTERNATIONAL INSTITUTE FOR MANAGEMENT DEVELOPMENT (IMD) Companies around the world have gone global at an accelerated speed. Yet many companies are not fully prepared for a world in which the biggest business opportunities are global in nature and scope. Executives in the six-week program, Leading and Managing Globally, acquire the global mindset and competencies needed to effectively lead in this world, from bridging cultural divides, to PROGRAM STRUCTURE recognizing more deeply the sources of organizational power and information flow, to overcoming barriers to change. Time Commitment: 6 weeks/ 5 flexible hours per week USE INFORMAL AUTHORITY TO IDENTIFY AND BRIDGE CULTURAL LEAD EFFECTIVELY IN A MATRIXED CREATE ALIGNMENT AND CHANGE DIFFERENCES ACROSS DISTANCE GLOBAL ORGANIZATION Format: Self-paced with live faculty and team Improve management of global Identify sources of informal Overcome resistance to change interactions power and leverage your virtual teams across cultural, and achieve team integration and language and time differences network of relationships alignment within complex matrixed Output: Action plan with to influence those sources structures concrete roll-out strategy Use cultural decentering Manage interdependence techniques to diagnose cultural Define new metrics and KPIs to between organizational units differences and avoid team align purpose and drive FACULTY and foster knowledge flows conflicts arising from misaligned -
Good Governance and the Misleading Myths of Bad Metrics
Academy of Management Executive, 2004, Vol. 18, No. 1 ........................................................................................................................................................................ Good governance and the misleading myths of bad metrics Jeffrey Sonnenfeld In the aftermath of the well-publicized corruption governance metrics ratings services, the best and malfeasance in several large public corpora- known of which are Institutional Shareholder Ser- tions, especially at the executive and board levels, vices (ISS) and Governance Metrics International investors and analysts are searching for manage- (GMI). While firms such as Moody’s and The Cor- ment tools to measure the vulnerability of firms to porate Library use a wide mix of criteria to evalu- dishonesty, fraud, and corruption. While this effort ate companies, including their openly qualitative to improve governance through uniform guidelines judgment, ISS and GMI rely more on crisp numer- is understandable, at times boards and companies ical scoring systems. Some even believe that it is are reaching out for any life preserver that comes dangerous for firms to challenge the influential ISS along. Some firms are capitalizing on this desper- and GMI ratings services, given the attention paid ation by setting themselves up as corporate gover- to them by credit analysts, institutional portfolio nance experts. In 1999, when William Donaldson managers, and liability underwriters.3 was chairman of Aetna, he said prophetically, “I ISS and GMI look at public records to score firms fear that there is a growing cottage industry of on their governance effectiveness by using sim- superficial thought about corporate governance.”1 plistic checklists of standards or metrics based The swelling number of governance consultants heavily upon cliche´s and myths, rather than on has made Donaldson’s statement truer than ever. -
Power & Politics
POWER & POLITICS Langone (Draft) MGMT-GB.3366.10 Fall 2017 Professor R. Kabaliswaran Office: KMC 7-56 Class: KMC 4-80 E-mail: [email protected] (best way to reach me) Class Hours: W 6:00:9:00. Dates: 9/27-12/20. Office Hours: Usually an hour before class and by appointment Deliverables: My Constituency Map due session 7. One individual midterm case report due session 9. Class Reflection Journal: Do each session on previous session’s case/s and discussion. Put it all together , broken by session, and post as ONE word document before last class session. No need for journal write up on content of midterm case session and the last session. One take-home final due last session. Welcome to the elective course in Power & Politics! Course Theme Politics is not a dirty word! We just got to learn how to play good politics and keep out bad politics. By the same logic, power by itself does not necessarily corrupt though absolute power may corrupt absolutely. In other words, this course is about how to conquer the world, or at least survive the corporate jungle, without losing our soul. Even if you don’t want to play politics, good or bad, you still need the skills from this course to ensure that you don’t become a victim of politics. Course Objectives • Understanding what power is: People often have a misperception of what power, the basis of political behavior, really means. By the end of this course you should be able to have not only a conceptual understanding of what power is within an organizational context but a practical grasp of what the actual sources of power are. -
The Business
P2JW324000-0-R00100-1--------XA JOURNAL REPORT © 2017Dow Jones & Company. All Rights Reserved. THE WALL STREET JOURNAL. Monday, November 20, 2017|R1 BETSY DEVOS MIKE PENCE ‘We still ‘By eliminating fundamentally the mandate, we operate on a will enact tax relief for model that was working families.’ brought to us 150 years ago by the Prussians.’ THE BUSINESS At the annual gathering of The Wall Street Journal’s CEO Council, top executives heard from the AGENDA, administration about what it has accomplished—and the prospects ONE YEAR IN for more change in the near future GARY COHN AMY ‘We need to KLOBUCHAR make our ‘My issue with this businesses reform bill is the debt more piece, the $1.5 competitive.’ trillion.’ STEVEN MNUCHIN WILBUR ROSS ‘This is about ‘J ob creation is middle- the real purpose income tax of reducing the cuts and trade deficit.’ making our business taxes competitive.’ MITCH KEVIN McCONNELL HASSETT ‘This is not ‘We’re going your father’s into next Democratic Party. year with a There are very significant few moderate amount of Democrats left.’ momentum.’ JOURNAL REET ST LL WA THE R FO MORSE UL PA INSIDE MikePence on taxreform, trade Mitch McConnell on taxes, Anne Case and Angus Deaton LawrenceSummers seesdangers JayWalkerimaginesalie-detect- and the president’s leadership bipartisanship and divisions in the discussthe direstate of white, in the Tr ump administration’s ing app at the intersection of qualities, R2 Republican Party, R6 working-classAmericans, R12 approach to trade, R14 biology and business, R9 Steven Mnuchin says with reform AmyKlobuchar and Mark Kevin Hassett tells howthe U.S. -
Corporate America's Response to Social and Environmental
Teneo Insights Webinar: Corporate America’s Response to Social and Environmental Imperatives Teneo Insights / March 25, 2021 Kevin Kajiwara (KK): Good day, everyone. Thank you for joining Van Jones Teneo Senior Advisor Teneo Insights. I’m Kevin Kajiwara, Co-President of Teneo Political [email protected] Risk Advisory in New York City, and thank you very much for accommodating our time change today. On Saturday, November 7th Mark Weinberger Senior Advisor of last year, I was at home with the TV on in the background, and [email protected] like so many of you, I was waiting for that inevitable but painfully Kevin Kajiwara slow to arrive moment when the election was finally called. And in Co-President, the event, I heard it, and after watching John King and Wolf Blitzer Political Risk Advisory [email protected] up at the magic wall there for about a hundred straight hours, I have to admit that it took a second for it to sink in. And the enormity of the event was evident throughout the rest of that day on the streets of New York and obviously in so many other places, but really, Teneo Insights Webinar: Corporate America’s Response to Social and Environmental Imperatives what stood out for me was actually a election, its aftermath, January 6th, and now relatively quiet moment between that initial adjusting to a new administration. announcement and the rebels on the streets later that day. That is an awful lot for leaders of major corporations, not to mention the rest of us, It was Van Jones’s reaction, and his now to have to navigate. -
Yale Global Executive Leadership Program Yale Is a Place to Think About Big Ideas That Will Change the World
YALE GLOBAL EXECUTIVE LEADERSHIP PROGRAM YALE IS A PLACE TO THINK ABOUT BIG IDEAS THAT WILL CHANGE THE WORLD. AND BUILD KNOWLEDGE, SKILLS, AND CONNECTIONS THAT WILL BENEFIT YOU FOR THE REST OF YOUR LIFE. AN EXCLUSIVE PROGRAM FOR CXOs & WOULD-BE CXOs As a leader, the world expects you to compete strategically and win globally, no matter the odds. The Yale Global Executive Leadership Program prepares you for these challenges, to rise to the highest levels of global leadership. You will leave the program equipped with strategic insights, leadership skills, and the deep understanding of global business context needed to drive growth and profitability in a high-performing organization. The intensive residential design, carefully orchestrated curriculum, world-class faculty, state-of-the-art facilities, and dynamic peer-to-peer interaction combine to create an unparalleled learning experience that will forever change the way you do business. Your five weeks at Yale will include participation in the world-renowned Yale Chief Executive Leadership Institute. Upon completion of GELP, you will join the Association of Yale Alumni, an elite group of successful industry leaders who span the globe. You will gain exclusive access to an array of resources that facilitate lifelong learning, growth, and success. UNIQUE YALE ADVANTAGE Yale University alumni include CEOs of global corporations, 19 Supreme Court justices, 5 U.S. presidents, 5 Academy Award winners, 13 living billionaires, and many foreign heads of state. In addition, Yale has graduated hundreds of members of Congress and many high-level U.S. diplomats, including former U.S. Secretary of State Hillary Clinton and current Secretary of State John Kerry. -
Brian 73334 74470 Bank of America’S Brian Moynihan
IA.coverA1.REVISE2.qxd 7/10/09 1:15 PM Page 1 IRISHIRISHAugust/September 2009 AMERICA AMERICACanada $4.95 U.S.$3.95 THE GLORY DAYS OF IRISH IN BASEBALL JUSTICE ROBERTS’ IRISH FAMILY MEMORIES OF THE GREAT HUNGER THE WALL STREET 50 HONORING THE IRISH IN FINANCE The Life DISPLAY UNTIL SEPT. 30, 2009 08 of Brian 74470 73334 Bank of America’s Brian Moynihan on family, Ireland and 09 what the future holds > AIF-Left 7/9/09 12:08 PM Page 1 AIF-Left 7/9/09 12:08 PM Page 2 MutualofAmerica 7/6/09 11:15 AM Page 1 WaterfordAD 7/10/09 2:06 PM Page 1 IA.38-41.rev.qxd 7/10/09 7:36 PM Page 38 38 IRISH AMERICA AUGUST / SEPTEMBER 2008 IA.38-41.rev.qxd 7/10/09 7:36 PM Page 39 WAL L STREET50 KEYNOTE SPEAKER THE LIFE OF Brian Bank of America’s Brian Moynihan says “It doesn’t all break your way all the time, so you’ve got to just power through it.” e has the look of an athlete, com- “He has proved in difficult environments he is pact with broad shoulders. He also very capable,” said Anthony DiNovi, co-president of has something of a pre-game Boston private-equity firm Thomas H. Lee Partners focus, a quiet intensity, and gives LP, in a Wall Street Journal article by Dan the impression, even as he Fitzpatrick and Suzanne Craig. The article addressed answers questions, that he has his Moynihan’s emergence as a right-hand man and eye on the ball and he’s not forget- potential successor to Bank of America Corp. -
How to Mobilize, Execute, and Transform with Agility
Accelerating performance How to mobilize, execute, and transform with agility Accelerating performance: Authors Project team How to mobilize, execute, Ruben Hillar Josh Anisfield, Paul Carroll, and transform with agility ([email protected]) is Thomas Fleming, Jon Harmon, is written by experts and global knowledge manager Kathryn Hrynewycz, Susan practitioners of Heidrick of Heidrick & Struggles’ Moore, Heloisa Nogueira, & Struggles‘ leadership- Leadership Consulting Practice; Lia Randazzo, Whitney Taylor, consulting services. he is based in the Washington, Randall Thorne DC, office. Art direction and design Colin Price Leff Communications ([email protected]) is executive vice president Copyright © 2016 Heidrick and managing partner of & Struggles, Inc. All rights the Leadership Consulting reserved. Practice; he is based in the London office. No part of this publication may be copied or redistributed in any Sharon Toye form without the prior written ([email protected]) is a consent of Heidrick & Struggles. partner in the Leadership Consulting Practice; she is based in the London office. David Turnbull ([email protected]) is a partner in the Leadership Consulting Practice; he is based in the London office. Contents 2 Speed wins 4 Acceleration in a changing world 8 About the research 13 The 13 drive and drag factors 16 Differentiating actions 31 Four capabilities to develop 34 Find the right recipe 36 How META looks in action 39 Conclusion 40 Appendix A: Technical details on the research 46 Appendix B: Diagnosing acceleration 51 Appendix C: The superaccelerators Speed wins Industries are being disrupted at a faster pace, and organizational success requires acceleration. This not just by the increasing power of innovation doesn’t mean a relentless push for speed in every part in our ever more digital world. -
Chair Mary Jo White, April 10, 2013 to December 31, 2013
Chair Mary Jo White Public Calendar April 10, 2013 to December 31, 2013 Wednesday, April 10 2013 9:00 am Oath of Office 10:00 am Open Commission Meeting 11:30 am Meeting with staff 12:30 pm Meeting with job applicant 1:30 pm Meeting with staff 2:30 pm Meeting with staff 3:30 pm Meeting with staff 4:00 pm Meeting with staff 4:30 pm Meeting with staff Thursday, April 11 2013 9:00 am Meeting with staff 9:30 am Meeting with staff 10:00 am Meeting with staff 11:30 am Meeting with Commissioner Parades 12:30 pm Meeting with Commissioner Gallagher 1:40 pm Meeting with staff 2:00 pm Closed Commission Meeting 3:30 pm Meeting with staff 4:00 pm Meeting with staff Friday, April 12 2013 9:00 am Meeting with staff 10:00 am Meeting with Commissioner Walter and staff 10:30 am Swearing‐in Ceremony 12:00 pm Meeting with Russell Golden, Chair, Financial Accounting Standards Board (FASB) 1:00 pm Meeting with staff Monday, April 15 2013 9:30 am Meeting with staff 10:30 am Meeting with staff 11:00 am Meeting with staff 1 11:15 am Phone call with staff 11:30 am Meeting with staff 12:00 pm Phone call with Jim Doty, Chairman, Public Company Accounting Oversight Board (PCAOB) 12:45 pm Phone call with staff 1:00 pm Meeting with staff 2:00 pm Meeting with staff 3:00 pm Meeting with staff 4:00 pm Meeting with staff 4:30 pm Meeting with staff 5:00 pm Meeting with staff 5:05 pm Phone call with Gary Gensler, Chairman, Commodity Futures Trading Commission (CFTC) 5:45 pm Phone call with Congressman Scott Garrett Tuesday, April 16 2013 9:00 am Meeting with staff 10:00