This study investigates whether and to what extent publicly listed corporations voluntarily comply with and disclose recommended good corporate governance (CG) practices, and distinctively examines whether the observed cross-sectional differences in such CG disclosures can be explained by ownership and board mechanisms with specific focus on Saudi Arabia. The study's results suggest that corporations with larger boards, a Big 4 auditor, higher government ownership, a CG committee, and higher institutional ownership disclose considerably more than those that are not. By contrast, the study finds that an increase in block ownership significantly reduces CG disclosure. The study's results are generally robust to a number of econometric models that control for different types of disclosure indices, firm-specific characteristics, and firm-level fixed effects.

This paper explores the possibilities and potential surrounding inclusive talent management in contrast to conventional normative treatments. By closely examining the meaning of 'inclusive' in relation to talent, the paper moves towards a definition of inclusive talent management which is contextualised in a four-part typology of talent management strategies which offers greater conceptual clarity to researchers working in this field. Our conceptualisation of inclusive talent management is further located in the traditions of positive psychology and the Capability Approach.The practical implications of introducing inclusive talent management strategies are considered.

This paper takes a fresh and radical look at organisational talent management strategies. It offers a critique of some of the prevalent assumptions underpinning certain talent management practices, in particular those fuelled by the narratives of scarcity and metaphors of war. We argue that talent management programmes based on these assumptions ignore important social and ethical dimensions, to the detriment of both organizations and individuals. We offer instead a set of principles proceeding from and informed by Sen's Capability Approach. Based on the idea of freedoms not resources, the Approach circumvents discourses of scarcity and restores vital social and ethical considerations to ideas about talent management.We also emphasise its versatility and sensitivity to the particular circumstances of individual organisations such that corporate leaders and human resource practitioners might use the principles for a number of practical purposes.

Focus groups are a well established qualitative research method in the social sciences that would seem to offer scope for a significant contribution to the advancement of knowledge and understanding in the field of business ethics. This paper explores their potential contribution, reviews their contribution to date and makes some recommendations regarding their future use. We find that, while the use of focus groups is not extensive, they have been utilised in a non-negligible number of studies. Focus groups are usually used a supplementary method, often as part of the development of a research instrument. Whether used on their own or in conjunction with other methods, we find that in the majority of cases there is insufficient information for a reader to judge that the method has been carried out well and hence that the 'findings' may be trusted. Nor is it easy for future researchers to learn about the practical application of the method in business ethics contexts. We therefore recommend improved reporting in future published studies. Based on an analysis of a subsample of papers that provided a reasonable level of methodological detail, we provide further insights into, and recommendations for, the use of focus groups in business ethics research.

In this chapter the authors consider using email as a method for carrying out in-depth, qualitative research interviews. Prompted by an experience of conducting e-interviews, they set out some of their key characteristics, embedding their discussion in the methodological and conceptual literature on qualitative interview and on-line research. The authors then offer a methodological consideration of e-interviewing, focusing on three broad areas: the practical, the interpersonal, and the ethical, highlighting the ways in which e-interviewing transforms aspects of each. They end by offering a view of the future of e-interviewing in the broader landscape of on-line qualitative research methods in general and interviewing in particular.