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INSEAD Corporate Governance Centre

Cutting-edge research and teaching 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 leading centre driving a vibrant intellectual community that contributes to academic and real-world impact in the area of 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 and to foster global dialogue on governance issue, with the ultimate goal to develop high-performing boards. Through our educational portfolio and advocacy, the ICGC is motivated to build greater trust among the public and stakeholder communities, so that the businesses of today are a strong force for improvement, not only for economic markets but also for society and the environment.

Find out more about ICGC

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

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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.
1 comment

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.
1 comment

Leadership & Organisations

The Group Dynamics That Define Well-Functioning Boards

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.
1 comment

Leadership & Organisations

Three CEO Strategies to Guide Companies Through Crises

S. Shekshnia, M. Nazarova

We distil top executives’ experience for the ideas that work.

Leadership & Organisations

Covid-Era CEOs Are ‘Keen, Tough or Edgy’

S. Shekshnia, M. Nazarova

Not all CEOs are created equal, but everyone can come out of this crisis stronger.

Leadership & Organisations

Seven Questions for Corporate Boards Navigating COVID-19

Stanislav Shekshnia

A guide to steering companies effectively through the crisis and beyond.
2 comments

Leadership & Organisations

The Role of the Board in Times of Distress

J. Winter, E. van de Loo

If companies are to survive the coronavirus, corporate boards need to exercise collaborative, proactive leadership.