Ethics, CSR and Corporate Governance in Practice – Industry Focused Report
Assessment Task
Corporate governance structures and models play a crucial role in the success of organisations, including their impact on Corporate Social Responsibility (CSR). Good corporate governance provides organisations with responsibilities not only for the economic consequences of their activities, but also for social and environmental implications.
Demonstrate your understanding by comparison of different corporate governance approaches of two organisations.
The two organisations to be examined are:
(1) Singapore Airlines (Singapore), and
(2) The Evergrande Group (China).
Prepare a comparison of two organisations, identify two board structures and models and the current organisational context.
One organisation is stable, and the other is facing an embattled situation. While some of the negative press is a consideration, focus on the governance arrangements and changes that have contributed to both stability or instability.
Focus on the literature and supporting their critical observations.
As a reminder, the theories and concepts we covered are:
Accountability of organisational boards, e.g. Schillemans and Bovens (2019).
Strengths and weaknesses of extant governance models Schillemans and Bovens (2019), and stakeholder perspectives Freeman (2008); Mitchell et al (1997).
Draw on course literature and concepts (for example Psaros 2008; Mitchell et al 1997; Boyd et al 2011; Morck, and Yeung, 2003; Young et al 2008)
Where relevant, alternative governance models and structures (Government Business Enterprises (GBEs)/State Owned Enterprises (SOEs), cooperatives, unitary boards, dual tier boards/codetermination/Works Councils). If students identify that a State Owned Enterprise is relevant, briefly rule out for example, other models, e.g. dual tier boards.
Stakeholder value (Freeman 2008), Government Business Enterprises (GBEs) (Bovens 2019; Henderson & Clarke 2016), co-operatives (Erassti et al 2017; Cook 1995), and codetermination on boards & works councils/dual boards (Jackson & Muellenborn 2012; Frege 2005, 2002; Hertig 2006).
