Corporate Governance

Cutting-edge research with the goal of developing high-performing boards.

Established in 2010, the INSEAD Corporate Governance Centre (ICGC) has been actively engaged in making a distinctive contribution to the knowledge and practice of corporate governance. Its vision is to be the driving force in a vibrant intellectual community that contributes to academic and real-world impact in corporate governance globally.

The ICGC harnesses faculty expertise across multiple disciplines to teach and research on the challenges of boards of directors in an international context. The centre also fosters global dialogue on governance issues, with the ultimate goal of developing high-performing boards. Through its educational portfolio and advocacy, the ICGC seeks to build greater trust among the public and stakeholder communities, so that the businesses of today become a strong force for good for the economy, society and the environment.

Find out more about ICGC

Cutting-edge research with the goal of developing high-performing boards.

Leadership & Organisations

Aligning Individual and Organisational Values

M. Guadalupe, Z. Kinias, F. Schloderer

How employees’ personal values fit within their organisation.

Strategy

CEOs Who Play to Type Win the Market

Guoli Chen

An important CEO attribute that shapes firm strategies such as mergers and acquisitions is uncovered.

Responsibility

Encouraging Sustainability: Why the Business Case Isn’t Enough

M. Le Menestrel, J. Rode, N. Heinz, G. Cornelissen

The business case for pro-environment investments makes sense intuitively, but appealing to executives’ sense of responsibility might work better.

Strategy

The Relationships That Create Successful Acquisitions

Laurence Capron

A study of start-up acquisitions shows important patterns on both sides lead to a successful integration.

Responsibility

Three Ways Digitalisation Changes Corporate Responsibility

N. C. Smith, L. Lankoski

The Fourth Industrial Revolution changes the 'who', 'whom' and 'what' of corporate responsibility.

Family Business

When Nepotism Pads CEO Pay: Evidence From Indian Family Firms

Balagopal Vissa

Poor corporate governance in emerging economies allows some publicly listed family firms to use CEO pay to exploit corporate resources at the expense of minority shareholders.

Strategy

Do CEOs Matter?

S. H. Lee, G. Chen

Conditions that underpin the power and impact of chief executives vary widely, with remarkable results.

Leadership & Organisations

The Next Decade Will Be a Leadership Game Changer

Stanislav Shekshnia

Success begins with a clear-eyed understanding of the trends that will define the years to come.

Leadership & Organisations

The Group Dynamics That Define Well-Functioning Boards

Vincent H. Dominé

There is an intangible aspect to successful boards that cannot be captured by curating the right CVs.

Leadership & Organisations

What Ails Corporate Executive Committees?

Jose-Luis Alvarez

Fragmentation among top leadership teams is widespread. CEOs should pay heed – and sharpen their most important strategy execution tool.

Responsibility

How Boards Can Steer Companies to “Build Back Better”

N. Craig Smith & Ron Soonieus

The momentum for sustainability is strong despite misgivings over current financial strains. Few businesses can afford to ignore it.

Strategy

How Hedge Fund Activists Influence Target Firms

Understanding settlement agreements is important to see the complete picture of the corporate governance landscape.

Leadership & Organisations

A Checklist for Boards in the New Normal

S. Shekshnia, V. Zagieva, M. Nazarova

Covid-19 has spurred corporate boards to improvise new practices while keeping those that have served them well. Here’s a run-down.

Leadership & Organisations

Pandemic or No, It’s Business as Usual for Boards

S. Shekshnia, V. Zagieva, M. Nazarova

For now, corporate boards prefer to keep the status quo – and the long view – in the face of Covid-19 upheaval.

Leadership & Organisations

Power, Politics and Crisis Response on the Board

It’s not the individual directors – it’s the competing coalitions they form that determine what boards will do.

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