Risk Management and Corporate Governance Contents Corporate Governance Executive Summary Chapter 1

Total Page:16

File Type:pdf, Size:1020Kb

Risk Management and Corporate Governance Contents Corporate Governance Executive Summary Chapter 1 Corporate Governance Governance Corporate Risk Management and Corporate Governance Contents Corporate Governance Executive summary Chapter 1. Risk management governance framework and practices in 27 jurisdictions Chapter 2. Norway: The corporate governance framework and practices relating to risk management Chapter 3. Singapore: The corporate governance framework and practices relating to risk management Risk Management Chapter 4. Switzerland: The corporate governance framework and practices relating to risk management Annex A. Financial Stability Board: Sound risk governance practices and Corporate Governance Risk Management and Corporate Governance Corporate and Management Risk Consult this publication on line at http://dx.doi.org/10.1787/9789264208636-en. This work is published on the OECD iLibrary, which gathers all OECD books, periodicals and statistical databases. Visit www.oecd-ilibrary.org for more information. ISBN 978-92-64-20862-9 26 2014 01 1 P 9HSTCQE*caigcj+ Corporate Governance Risk Management and Corporate Governance Volume 2011/Number of issue, Year of edition Author (affiliation or title), Editor Tagline Groupe de travail/Programme (ligne avec top à 220 mm) This work is published on the responsibility of the Secretary-General of the OECD. The opinions expressed and arguments employed herein do not necessarily reflect the official views of the OECD or of the governments of its member countries. This document and any map included herein are without prejudice to the status of or sovereignty over any territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city or area. Please cite this publication as: OECD (2014), Risk Management and Corporate Governance, Corporate Governance, OECD Publishing. http://dx.doi.org/10.1787/9789264208636-en ISBN 978-92-64-20862-9 (print) ISBN 978-92-64-20863-6 (PDF) ISBN (HTML) Series: Corporate Governance ISSN 2077-6527 (print) ISSN 2077-6535 (online) The statistical data for Israel are supplied by and under the responsibility of the relevant Israeli authorities. The use of such data by the OECD is without prejudice to the status of the Golan Heights, East Jerusalem and Israeli settlements in the West Bank under the terms of international law. Photo credits: Cover©. Corrigenda to OECD publications may be found on line at: www.oecd.org/about/publishing/corrigenda.htm. © OECD 2014 You can copy, download or print OECD content for your own use, and you can include excerpts from OECD publications, databases and multimedia products in your own documents, presentations, blogs, websites and teaching materials, provided that suitable acknowledgment of the source and copyright owner is given. All requests for public or commercial use and translation rights should be submitted to [email protected]. Requests for permission to photocopy portions of this material for public or commercial use shall be addressed directly to the Copyright Clearance Center (CCC) at [email protected] or the Centre français d'exploitation du droit de copie (CFC) at [email protected]. FOREWORD Foreword This report presents the results of the OECD’s sixth peer review based on the OECD Principles of Corporate Governance. The report reviews the corporate governance framework and practices relating to corporate risk management. It covers 27 jurisdictions. The report is based in part on a questionnaire that was sent to all participating jurisdictions in December 2012. In a second stage, the corporate governance framework and practices relating to corporate risk management in three jurisdictions (Norway, Singapore and Switzerland) were reviewed in more detail based upon a more focused set of questions and visits by the OECD Secretariat. The purpose of these case studies is to highlight national practices that may be of principal importance and particularly useful as a reference. The report was prepared by Winfrid Blaschke, Daniel Blume, Hans Christiansen and Akira Nozaki, and was conducted in co-operation with the OECD Working Party on State Ownership and Privatisation Practices (WP SOPP). The OECD corporate governance peer review process is designed to facilitate effective implementation of the OECD Principles and to assist market participants, regulators and policy makers. It is carried out through an exchange of experiences and expertise that provides participants with an overview of existing practices and approaches and an opportunity to identify good practices that can stimulate and guide improvements. The reviews are also forward looking, so as to help identify key market practices and policy developments that may undermine the quality of corporate governance. The review process is open to OECD and non-OECD jurisdictions alike. RISK MANAGEMENT AND CORPORATE GOVERNANCE © OECD 2014 3 TABLE OF CONTENTS Table of contents Executive summary ......................................................... 7 Chapter 1. Risk management governance framework and practices in 27 jurisdictions ...................................................... 9 1.1. Background to the review............................................. 10 1.2. Scope of the review .................................................. 10 1.3. The perspective of the OECD Principles and Guidelines ................... 11 1.4. Corporate governance and the financial crisis ........................... 12 1.5. Risk management practices in listed companies ......................... 13 1.6. Risk management practices in state-owned enterprises .................. 20 Notes.................................................................. 26 Bibliography............................................................ 27 Chapter 2. Norway: The corporate governance framework and practices relating to risk management ............................................. 31 2.1. Introduction ........................................................ 32 2.2. Risk management standards and codes ................................ 33 2.3. The role of Norwegian boards of directors and board-level committees ..... 37 2.4. Risk management policies and structures in Norwegian companies ........ 38 2.5. External assessments of the risk management framework ................ 42 2.6. Conclusions ........................................................ 45 Notes.................................................................. 46 Bibliography............................................................ 47 Chapter 3. Singapore: The corporate governance framework and practices relating to risk management ............................................. 49 3.1. Introduction ........................................................ 50 3.2. Risk management standards and codes ................................ 51 3.3. The role of the board of directors ...................................... 53 3.4. Structure and organisation of the risk management system ............... 56 3.5. Risk management policies ............................................ 59 3.6. Independent assessment of the risk governance framework............... 61 3.7. The role of shareholders.............................................. 63 3.8. Conclusions ........................................................ 64 Notes.................................................................. 64 Bibliography............................................................ 68 Chapter 4. Switzerland: The corporate governance framework and practices relating to risk management ............................................. 71 4.1. Introduction ........................................................ 72 RISK MANAGEMENT AND CORPORATE GOVERNANCE © OECD 2014 5 TABLE OF CONTENTS 4.2. Risk management standards and codes ................................ 74 4.3. The role of Swiss boards of directors ................................... 75 4.4. Risk management policies and structures in Swiss companies............. 78 4.5. External assessments of the risk management framework ................ 80 4.6. Conclusions ........................................................ 83 Notes.................................................................. 83 Bibliography............................................................ 85 Annex A. Financial stability Board: Sound risk governance practices .............. 87 Tables 1.1. Risk governance requirements/recommendations for listed companies ..... 19 1.2. Risk governance requirements/recommendations for non-listed SOEs ...... 25 3.1. Singapore – Key measures of updating corporate governance framework .... 52 Figures 1.1. Companies with a committee with explicit reference to risk (2010) ......... 18 3.1. Singapore – Market capitalisation (% of GDP) ............................ 50 3.2. Singapore – Composition of the SGX listed companies (July 2013)........... 51 3.3. Singapore – Overview of the regulatory framework for risk management .... 53 3.4. Singapore – Key risk factors identified by listed companies and Temasek .... 60 4.1. Composition of Swiss equity indices (mid-2013).......................... 73 Follow OECD Publications on: http://twitter.com/OECD_Pubs http://www.facebook.com/OECDPublications http://www.linkedin.com/groups/OECD-Publications-4645871 http://www.youtube.com/oecdilibrary OECD Alerts http://www.oecd.org/oecddirect/ 6 RISK MANAGEMENT AND CORPORATE GOVERNANCE © OECD 2014 Risk Management and Corporate Governance © OECD 2014 Executive summary This report reviews the corporate governance framework and practices relating to corporate risk management in 27 of the jurisdictions that
Recommended publications
  • Affiliate Companies in Ethiopia Analysis of Organization, Legal
    ADDIS ABABA UNIVERSITY SCHOOL OF GRADUATE STUDIES AFFILIATE COMPANIES IN ETHIOPIA: ANALYSIS OF ORGANIZATION, LEGAL FRAME WORK AND THE CURRENT PRACTICE By: Mehamed Aliye Waritu Advisor: Ato Seyoum Yohannes (LL.B, LL.M) Faculty of Law ADDIS ABABA University January, 2010 www.chilot.me Affiliate Companies in Ethiopia: Analysis of Organization, Legal Frame Work and the Current Practice A Thesis Submitted In Partial Fulfillment of the Requirements of the LLM Degree (Business Law) By Mehamed Aliye Waritu Advisor Ato Seyoum Yohannes At the Faculty of Law of the Addis Ababa University Jaunary,2010 www.chilot.me Declaration The thesis is my original work, has not been submitted for a degree in any other University and that all materials used have been duly acknowledged. Signature of confirmation Name Mehamed Aliye Waritu Signature_______________________ Date_________________________ Name of Advisor Seyoum Yohannes Signature_______________________ Date_________________________ www.chilot.me Approval Sheet by the Board of Examiners Affiliate Companies in Ethiopia: Analysis of Organization, Legal framework and the current practice Submitted, to Faculty of Law Addis Ababa University, in partial fulfilment of the requirements of LLM Degree (Business Law) By: Mehamed Aliye Waritu Approved by board of Examiners. Name Sign. 1. Advisor Seyoum Yohannes _______________ 2. Examiner __________________ _______________ 3. Examiner ___________________ _______________ www.chilot.me Acknowledgement Thanks be to Allah for helping me see the fruit of my endeavor. The thesis would not have been completed with out the support and guidance of my advisor Ato Seyoum yohannes. My special thanks goes to him. I am also indebted to my mother Shashuu Buttaa, my wife Caltu Haji and my brother Ibrahim Aliye for they have been validating, supporting and encouraging in my career development and to complete this work.
    [Show full text]
  • Understanding Corporate Governance Laws & Regulations
    I N S I D E T H E M I N D S Understanding Corporate Governance Laws & Regulations Leading Lawyers on Corporate Compliance, Advising Boards of Directors, and Sarbanes-Oxley Requirements BOOK IDEA SUBMISSIONS If you are a C-Level executive or senior lawyer interested in submitting a book idea or manuscript to the Aspatore editorial board, please email [email protected]. Aspatore is especially looking for highly specific book ideas that would have a direct financial impact on behalf of a reader. Completed books can range from 20 to 2,000 pages – the topic and “need to read” aspect of the material are most important, not the length. Include your book idea, biography, and any additional pertinent information. ARTICLE SUBMISSIONS If you are a C-Level executive or senior lawyer interested in submitting an article idea (or content from an article previously written but never formally published), please email [email protected]. Aspatore is especially looking for highly specific articles that would be part of our Executive Reports series. Completed reports can range from 2 to 20 pages and are distributed as coil-bound reports to bookstores nationwide. Include your article idea, biography, and any additional information. GIVE A VIDEO LEADERSHIP SEMINAR If you are interested in giving a Video Leadership SeminarTM, please email the ReedLogic Speaker Board at [email protected] (a partner of Aspatore Books). If selected, ReedLogic would work with you to identify the topic, create interview questions and coordinate the filming of the interview. ReedLogic studios then professionally produce the video and turn it into a Video Leadership SeminarTM on your area of expertise.
    [Show full text]
  • Nominating and Corporate Governance Committee Charter
    HORIZON THERAPEUTICS PUBLIC LIMITED COMPANY CHARTER OF THE NOMINATING AND CORPORATE GOVERNANCE COMMITTEE OF THE BOARD OF DIRECTORS AMENDED EFFECTIVE: 18 FEBRUARY 2021 PURPOSE AND POLICY The primary purpose of the Nominating and Corporate Governance Committee (the “Committee”) of the Board of Directors (the “Board”) of Horizon Therapeutics Public Limited Company, an Irish public limited company (the “Company”), shall be to oversee all aspects of the Company’s corporate governance functions on behalf of the Board, including to (i) make recommendations to the Board regarding corporate governance issues; (ii) identify, review and evaluate candidates to serve as directors of the Company consistent with criteria approved by the Board and review and evaluate incumbent directors; (iii) serve as a focal point for communication between such candidates, non-committee directors and the Company’s management; (iv) nominate candidates to serve as directors; and (v) make other recommendations to the Board regarding affairs relating to the directors of the Company. The Committee shall also provide oversight assistance in connection with the Company’s legal, regulatory and ethical compliance programs, policies and procedures as established by management and the Board. The operation of the Committee and this Nominating and Corporate Governance Charter shall be subject to the constitution of the Company as in effect from time to time and the Irish Companies Act 2014, as amended by the Irish Companies (Amendment) Act 2017, the Irish Companies (Accounting) Act 2017 and as may be subsequently amended, updated or replaced from time to time (the “Companies Act”). COMPOSITION The Committee shall consist of at least two members of the Board.
    [Show full text]
  • General Meetings in Ireland: Overview, Practical Law UK Practice Note Overview
    General meetings in Ireland: overview, Practical Law UK Practice Note Overview... General meetings in Ireland: overview by PL Corporate Ireland, with thanks to David Brangam, Partner, Christine Quigley, Associate, and Jenny McGowran, Head of Corporate Services at Simmons & Simmons, Dublin Practice note: overview | Maintained | Ireland An overview of the key provisions of the Companies Act 2014, the Listing Rules of the Irish stock exchange trading as Euronext Dublin, the Irish Annex to the UK Corporate Governance Code and institutional investor guidance which regulate the holding of a general meeting (including an AGM). It covers how general meetings are called, the requirements for notice of a meeting and documents accompanying the notice, quorum requirements, how resolutions are proposed and passed at a general meeting and practical guidance on running an effective general meeting. Scope of this note Types of companies Traded PLC Types of general meeting Annual general meeting Extraordinary general meetings Written resolutions of members Calling a general meeting Meetings called by the board Meetings requisitioned by members Members' right to convene an EGM directly Meetings ordered by the court Auditor's ability to call meetings Liquidator's ability to call meetings Examiner's ability to call meetings Shareholders' rights in relation to general meetings Notice of meeting Notice of a meeting of a PLC Contents of notice Entitlement to receive notice How notice is given Notice periods for holding meetings © 2020 Thomson Reuters. All rights
    [Show full text]
  • Ownership and Control of Private Firms
    WJEC BUSINESS STUDIES A LEVEL 2008 Spec. Issue 2 2012 Page 1 RESOURCES. Ownership and Control of Private Firms. Introduction Sole traders are the most popular of business Business managers as a businesses steadily legal forms, owned and often run by a single in- grows in size, are in the main able to cope, dividual they are found on every street corner learn and develop new skills. Change is grad- in the country. A quick examination of a busi- ual, there are few major shocks. Unfortu- ness directory such as yellow pages, will show nately business growth is unlikely to be a that there are thousands in every town or city. steady process, with regular growth of say There are both advantages and disadvantages 5% a year. Instead business growth often oc- to operating as a sole trader, and these are: curs as rapid bursts, followed by a period of steady growth, then followed again by a rapid Advantages. burst in growth.. Easy to set up – it is just a matter of in- The change in legal form of business often forming the Inland Revenue that an individ- mirrors this growth pattern. The move from ual is self employed and registering for sole trader to partnership involves injections class 2 national insurance contributions of further capital, move into new markets or within three months of starting in business. market niches. The switch from partnership Low cost – no legal formalities mean there to private limited company expands the num- is little administrative costs to setting up ber of manager / owners, moves and rear- as a sole trader.
    [Show full text]
  • Compensation and Talent Management Committee Charter
    COMPENSATION AND TALENT MANAGEMENT COMMITTEE CHARTER Purpose The Compensation and Talent Management Committee (“Committee”) shall assist the Board of Directors (the “Board”) of La-Z-Boy Incorporated (the “Company”) in fulfilling its responsibility to oversee the adoption and administration of fair and competitive executive and outside director compensation programs and leadership and talent management. Governance 1. Membership: The Committee shall be composed of not fewer than three members of the Board, each of whom shall serve until such member’s successor is duly elected and qualified or until such member resigns or is removed. Each member of the Committee shall (A) satisfy the independence and other applicable requirements of the New York Stock Exchange listing standards, the Securities Exchange Act of 1934 (the “Exchange Act”) and the rules and regulations of the Securities and Exchange Commission (“SEC”), as may be in effect from time to time, (B) be a "non-employee director" as that term is defined under Rule 16b-3 promulgated under the Exchange Act, and (C) be an "outside director" as that term is defined for purposes of the Internal Revenue Code. The Board of Directors shall determine the "independence" of directors for this purpose, as evidenced by its appointment of such Committee members. Based on the recommendations of the Nominating and Corporate Governance Committee, the Board shall review the composition of the Committee annually and fill vacancies. The Board shall elect the Chairman of the Committee, who shall chair the Committee’s meetings. Members of the Committee may be removed, with or without cause, by a majority vote of the Board.
    [Show full text]
  • Limited Liability Partnerships
    inbrief Limited Liability Partnerships Inside Key features Incorporation and administration Members’ Agreements Taxation inbrief Introduction Key features • any members’ agreement is a confidential Introduction document; and It first became possible to incorporate limited Originally conceived as a vehicle liability partnerships (“LLPs”) in the UK in 2001 • the accounting and filing requirements are for use by professional practices to after the Limited Liability Partnerships Act 2000 essentially the same as those for a company. obtain the benefit of limited liability came into force. LLPs have an interesting An LLP can be incorporated with two or more background. In the late 1990s some of the major while retaining the tax advantages of members. A company can be a member of an UK accountancy firms faced big negligence claims a partnership, LLPs have a far wider LLP. As noted, it is a distinct legal entity from its and were experiencing a difficult market for use as is evidenced by their increasing members and, accordingly, can contract and own professional indemnity insurance. Their lobbying property in its own right. In this respect, as in popularity as an alternative business of the Government led to the introduction of many others, an LLP is more akin to a company vehicle in a wide range of sectors. the Limited Liability Partnerships Act 2000 which than a partnership. The members of an LLP, like gave birth to the LLP as a new business vehicle in the shareholders of a company, have limited the UK. LLPs were originally seen as vehicles for liability. As he is an agent, when a member professional services partnerships as demonstrated contracts on behalf of the LLP, he binds the LLP as by the almost immediate conversion of the major a director would bind a company.
    [Show full text]
  • Good Governance Driving Corporate Performance: a Meta
    Good Governance driving Corporate Performance? A meta-analysis of academic research & invitation to engage in the dialogue December 2016 Proposal title goes here | Section title goes here 2 Good Governance driving Corporate Performance? |Contents Contents Abstract 4 Preface 5 Introduction to Corporate Governance 6 Governance and Performance in Academic Research 8 Dilemmas 12 Conclusion & Next steps 13 Methodology & Database 14 Contacts 19 3 Good Governance driving Corporate Performance? | Abstract Abstract Purpose Research implications This white paper provides insight into the The research also revealed some relationship between good governance discrepancies between governance and corporate performance. Governance variables proven to contribute to corporate variables that are scientifically proven to performance and the topics highlighted contribute to corporate performance are in the public debate on corporate identified and its impact is assessed. They governance. For example, the culture of may provide guidance for business as an organization, and risk management usual practices that will help remediate key practices, are rarely studied as a challenges. corporate governance variable impacting performance, while they are increasingly Design/methodology/approach important topics in the corporate The white paper is a joint effort between governance debate. Deloitte and Nyenrode, combining perspectives from both scholars as well as Practical implications the corporate community. The supporting The overview, best practices and dilemmas research includes an analysis of over 59 provided in this white paper serve as input academic articles published in the last for the ongoing dialogue on enhancing 10 years from highly ranked scholarly corporate governance. journals in the field of management on the relationship between governance and performance.
    [Show full text]
  • AIG Guide to Key Features of Private Limited Companies
    PrivateEdge Key features and requirements of private limited companies It is crucial for businesses set up as private limited companies to comply with the requirements of the Companies Act 2006. This guidance note sets out the key legal requirements for private limited companies in the UK, discusses shareholders’ rights and duties, and the process for convening company meetings and the passing of resolutions 1 What is a private limited company? 1.1 A private limited company is the most common form of trading vehicle for companies in the UK. 1.2 The key features and requirements of a private limited company are that: – It will have a separate legal personality from its owners (shareholders). – Responsibility for the management of a company generally falls to its directors; – The liability of each shareholder for the company's debt and other liabilities is generally limited to the amount which remains unpaid on that shareholder's shares; • It must have an issued share capital comprising at least one share. Each issued share must have a fixed nominal value. The ways in which a company can alter its share capital is strictly controlled by the Companies Act 2006 (“CA 2006”). There are also strict statutory controls on a company's ability to make returns of value (dividends) to its shareholders; • It must have at least one director. A private limited company is not required to have a company secretary, although it may choose to do so; and • The nominal value of a private limited company does not have to exceed a specified amount. It is common practice for a private company to be incorporated with a share capital made up of just one £1 share.
    [Show full text]
  • The Institutions of Corporate Governance
    ISSN 1045-6333 HARVARD JOHN M. OLIN CENTER FOR LAW, ECONOMICS, AND BUSINESS THE INSTITUTIONS OF CORPORATE GOVERNANCE Mark J. Roe Discussion Paper No. 488 08/2004 Harvard Law School Cambridge, MA 02138 This paper can be downloaded without charge from: The Harvard John M. Olin Discussion Paper Series: http://www.law.harvard.edu/programs/olin_center/ The Social Science Research Network Electronic Paper Collection: http://papers.ssrn.com/abstract_id=###### This paper is also a discussion paper of the John M. Olin Center's Program on Corporate Governance JEL K4, H73, G34, G28 The Institutions of Corporate Governance Mark J. Roe* Abstract In this review piece, I outline the institutions of corporate governance decision- making in the large public firm in the wealthy West. By corporate governance, I mean the relationships at the top of the firm—the board of directors, the senior managers, and the stockholders. By institutions I mean those repeated mechanisms that allocate authority among the three and that affect, modulate, and control the decisions made at the top of the firm. Core corporate governance institutions respond to two distinct problems, one of vertical governance (between distant shareholders and managers) and another of horizontal governance (between a close, controlling shareholder and distant shareholders). Some institutions deal well with vertical corporate governance but do less well with horizontal governance. The institutions interact as complements and substitutes, and many can be seen as developing out of a “primitive” of contract law. In Part I, I sort out the central problems of corporate governance. In Part II, I catalog the basic institutions of corporate governance, from markets to organization to contract.
    [Show full text]
  • Effects of Corporate Governance on Accounting Education And
    EURASIA Journal of Mathematics, Science and Technology Education ISSN: 1305-8223 (online) 1305-8215 (print) OPEN ACCESS 2018 14(3):915-922 DOI: 10.12973/ejmste/81142 Effects of Corporate Governance on Accounting Education and Enterprise Value in High-Tech Industry Wei Jiang 1*, Xiaoming Zhang 1 1 School of Economics and Management, Northwest University, Xi’an, CHINA Received 12 September 2017 ▪ Revised 26 November 2017 ▪ Accepted 27 November 2017 ABSTRACT Corporate governance, an important study on enterprise operation and management, aims to have an enterprise effectively supervise organizational activity and operation through favorable management and supervision systems or mechanisms. When a company presents sound corporate governance, the managers would maximize corporate value and shareholders’ equity to enhance the business performance and corporate value. Listed high-tech industries in Shanghai are sampled for this study. The data are acquired from China Economic and Financial Research Database. The research results conclude 1.significantly positive correlations between corporate governance and Accounting Education, 2.remarkably positive correlations between Accounting Education and enterprise value, 3.notably positive correlations between corporate governance and enterprise value, and 4.mediation effects of Accounting Education between corporate governance and enterprise value. The results could provide reference for managers in domestic high-tech industries making investment decisions and governmental authorities formulating relevant regulations. Good match with corporate governance allows a company thoroughly developing the benefit of capital expenditure to further create higher corporate value. Keywords: high-tech industries, corporate governance, accounting education, enterprise value INTRODUCTION In the past decade, the so-called “corporate governance” has become an important study on enterprise operation and management.
    [Show full text]
  • The Governance of Large Co-Operative Businesses
    The Governance of Large Co-operative Businesses A research study by Professor Johnston Birchall 2 The governance of large co-operative businesses This is the second edition, comprehensively revised, of a research study which has been widely recognised as the first comprehensive research study into how co-operative businesses worldwide operate in terms of their governance. The opinions contained in this document are those of the author and do not necessarily represent the formal policy of Co-operatives UK. Contents Summary 3 Glossary of terms used in the report 6 Introduction 9 1. Is there a problem of governance in co-operatives? 13 2. A theory of co-operative governance 25 3. The agriculture and food industries sector 41 4. The wholesale and retail sector 52 5. The industry and utilities sector 62 6. The health and social care sector 69 7. The banking and financial services 79 8. The insurance sector 89 9. Findings 98 10. Conclusion: design for good governance 102 Bibliography 108 Endnotes 112 3 The governance of large co-operative businesses Summary Core to the identity of the co-operative form of businesses is the claim that it can be clearly distinguished from investor-owned enterprise through its member ownership and governance. How this distinction works in practice, however, has been less clear. Focusing on the world’s largest co-operatives, the first edition of this research study set out to fill gaps in our knowledge. Since its publication in 2014, a focus on governance in co-operatives has been evident in many countries, reinforcing the value and relevance of a return to this research in a comprehensively revised second edition.
    [Show full text]