The 1999 scheme for statutory union recognition has been criticised for being too complex, and for leaving important matters unclear, for doing too little for workers and unions and for requiring too much from employers. The similarity to the US system has also been criticised. There were fears that attempts to achieve statutory union recognition would redirect the energy of trade unions in the UK to fruitless limbs, forcing unions and employers into antagonistic litigation. Although some of these criticisms are tenable, legislation seldom satisfies all parties affected by it, and all new legislation is haunted by the spectre of unintended consequences. Nevertheless, the system of statutory union recognition adopted in the UK strikes a reasonable balance between the interests of the rival parties and appears to function efficiently and, for the most part, fairly.
While the distribution of pay across the hierarchy of corporations has received considerable attention, until recently the disparity of pay within top management teams has received comparatively little focus. This paper contributes to the evolving literature by moving the debate beyond extant tournament theoretic explanations and towards a power-specific theory of disparate pay in top management teams. The theoretical model is tested in the context of a cross-section of 604 publicly-traded firms using hierarchical least squares regression. Results are supportive of the theory and indicate that CEO power plays an important role in determining the disparities of pay within top management teams.
This article contributes to commission scholarship by exploring how and why chairs use their reports to shape their leadership legacies. It distinguishes two types of legacy – fiduciary and expressive – that chairs shape through their reports. The expressive legacy of the chair can be shaped through judgements about the scope of stakeholder engagement and agenda adjustment that generate four types of leadership identity: conservator, consolidator, advocate and catalyst. We explore the particular ways in which the chair of the Lyons Inquiry into Local Government in the UK used his three reports to shape his legacy. Through his distinctive integration of historical and contemporary perspectives into a leading vision for local government, he expressed a consolidator identity with his short-term recommendations and a catalytic identity with his far-reaching envisioning of the institutional space within which a greater place-shaping role for local government could be established.
This article contributes to the growing body of literature exploring the important role that information transparency plays in strengthening the national corporate governance regime. We review the 2007 amendments to the Canadian reporting legislation with the particular emphasis on sections pertaining to executive compensation and boards of directors. Taking into consideration the specificities of the „comply-or-explain‟ system in Canada, we seek to uncover the extent to which publicly-listed firms comply with these newly amended standards of corporate governance reporting. Based on a comparison of 403 proxy circulars issued in the post-amendment period, we identified important cross-firm variations in the type and format of disclosed information on executive compensation and corporate boards of directors. In order to address the problems that inter-organizational disclosure discrepancies generate for governance researchers and analysts, we provide several recommendations on how Canadian publicly-traded companies can improve their reporting practices
In 2014, Inwood and Johns analyzed the policy legacy of ten Canadian commissions of inquiry. This article extends that analysis by incorporating the policy legacy as one element of the leadership legacy of the commission chairs; the other two elements are the chair’s expressive legacy and fiduciary legacy. The expressive legacy can be that of a conservator, consolidator, entrepreneur, or catalyst, and the fiduciary legacy is determined by the commission chair’s respect for the norms and conventions of commissions of inquiry. Using the case studies from Inwood and Johns’ analysis of the commissions’ policy legacies, we ascribe expressive and fiduciary legacies to the chairs of the ten commissions. Through analysis of the relationships among the commissions’ policy legacies and the chairs’ expressive and fiduciary legacies, we explore the ways in which chairs’ conduct of the inquiry produce a leadership legacy for the chair.
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