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Marginals as Global Leaders: Why they might just excel!

By Stacey R. Fitzsimmons,Yih-teen Lee & Mary Yoko Brannen

Marginals are individuals who are simultaneously cultural insiders and outsiders. This contradictory identity has led them to be overlooked as positive contributors to organizations. Indeed, most of the evidence indicates that marginals usually experience worse outcomes than other biculturals. However, there is consistent evidence indicating that this picture may be incomplete. Under certain conditions, marginals may possess certain advantages that facilitate their potential to excel as global leaders.

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The Impact of Law and Corruption on Venture Capital and Private Equity Fees and Returns

By Douglas Cumming, Grant Fleming, Sofia Johan & Dorra Najar

This article summarises recent research on the role of law, culture and corruption on venture capital and private equity fund structures, governance and performance. The authors focus on the role of law and corruption on two aspects of venture capital and private equity investment: the structure of manager compensation, and performance outcomes. 

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Identifying the Factors for Successfully Managing Supply Chain Risks

By Sime Curkovic & Thomas Scannell

The decision to manage supply chain risks constitutes a major undertaking for most firms. In this study, Sime Curkovic and Thomas Scannell use data from 46 firms and SCM managers to identify which factors affect the decision to develop a system for managing supply chain risks, and explain how these factors can influence the level of success.

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The Future of Boards: Meeting the Governance Challenges of the 21st Century

By Jay W. Lorsch

Predicting the challenges boards will face in the years ahead requires an understanding of how they and the governance they have provided has evolved in past years, as well as the challenges they will face in the years ahead. Since I have been serving on and doing research about public company boards over the past twenty-five years, I believe I have a clear sense of the state of corporate governance in the United States and in much of Western Europe. Not surprisingly, my crystal ball for predicting future developments and demands on boards cannot be so clear.

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Equitable Action on Climate Now

By Adrian Parr

In 2010 the world emitted 38.1 billion tons of carbon dioxide (CO2). This is 48 percent more CO2 than in 1992, and 6.7 percent more than in 2009.1 In 1979 average atmospheric CO2 was 337ppm, in 2000 it grew to 369ppm, and on May 13, 2013 the Hawaii monitoring station recorded a daily level average of CO2 of 400ppm. The safe zone is 350ppm or less. Below, Adrian Parr discusses how the earth’s climate system is reacting.

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What the Climate Can Change

By Jörg Friedrichs

Society can change climate, and climate can change society. Below, Jörg Friedrichs suggests that it is helpful to look at distant historical periods and episodes for insight on how the social and political consequences of environmental pressures may unfold. 

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Youth Unemployment after the Financial Crisis: ‘Quo Vadimus’?

By Terence Tse, Mark Esposito, & Jorgo Chatzimarkakis

The financial crisis has damaged national economies but also hurt segments of societies, including youths aged 15 to 24, many of whom are struggling to find jobs as a result of the economic downturn. Below, Terence Tse, Mark Esposito, and Jorgo Chatzimarkakis warn that countries are bound to suffer significant losses if too few actions are taken to deal with youth unemployment.

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The ICBC Path to Chinese Governance: Lessons for the Western and Emerging Markets

By Didier Cossin & Abraham Lu

Since its dual IPOs in 2007, the Industrial and Commercial Bank of China Limited (ICBC), one of the largest commercial banks in China, has received a multitude of best governance awards adding to its global reputation. As recently as June 1999, however, international institutions and analysts broadly considered ICBC as “technically bankrupt” with the nonperforming loan (NPL) ratio reaching 47.59 percent. ICBC drastically improved through a governance transformation with the united effort of the government, the management team, and its employees. The transformation path had four steps: internal restructure, ownership reform, governance overhaul, and public IPOs. With each step, corporate governance became more sophisticated and comprehensive.

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Global Social Process and the Evolving Character of Sovereignty

By Winston P. Nagan & Craig Hammer

The world’s most daunting challenges are outcomes of the current configuration of sovereign institutions. Below, Winston P. Nagan and Craig Hammer consider whether current understandings of authority and power justify this configuration, and suggest that the challenge is to evolve a constitutive process that more accurately reflects the prevailing distribution of power in the world.

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Sovereignty, Rule of Law and Global Civil Society

By Winston Nagan

Global society is increasingly expressing itself through globally identifiable institutions of civil society. In this article, Winston Nagan explores the inter-relationship of sovereignty, the Rule of Law, and individual identity in the scheme of evolving global governance and considers the Rule of Law and its potential for global constitutional development.

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EDITOR'S PICK OF THE WEEK

CFO's new mandate. CFO explaining the presentation

The Performance and Transformation Orchestrator: The CFO’s New Mandate in the Age of AI

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By Terence Tse CFOs are evolving into AI-driven transformation orchestrators, balancing finance, technology, and strategy while upskilling teams, managing risks, and driving measurable business value. A key insight from this year’s AI for CFOs event, organized...
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