The cultural grammar of governance: The UK Code of Corporate Governance, reflexivity, and the limits of ‘soft’ regulation

Veldman, Jeroen; Willmott, Hugh

doi:10.1177/0018726715593160

Cited by 35 publications

(22 citation statements)

References 60 publications

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“…A policy change to oblige all directors to stand down at nine years would result in a greater turnover of positions and hence increased opportunity to appoint a more diverse board. However, not only would this represent a marked break with the UK traditional ‘comply‐or‐explain’ approach to corporate governance (Veldman and Willmott, ), but it would not necessarily get to the heart of the problem. Our previous work on board appointments in the UK (Gregory‐Smith, Main and O'Reilly, ) confirmed the findings for the USA (Farrell and Hersch, ) that boards display a tendency to replace men with men and women with women.…”

Section: Discussionmentioning

confidence: 99%

Symbolic Management and the Glass Cliff: Evidence from the Boardroom Careers of Female and Male Directors

Main

Gregory‐Smith

2017

British J of Management

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This paper uses archival board data to demonstrate that women who take positions as directors of UK companies have shorter tenures than their male counterparts. The authors show that female directors face a much higher risk of dismissal as they approach nine years of service on the board, when their long service deprives them of the all-important classification as 'independent'. At this point, their position on the board becomes precarious. Male directors do not suffer the same increase in boardroom exit. This genderspecific difference is clearly shown to be linked to the independence status. It is argued that these observations are consistent with the notion that female directors are being used in the symbolic management of corporate governance and that, at nine years, when the cloak of independence disappears, women directors are then exposed to the biases that arise from role congruity issues.

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Section: Discussionmentioning

confidence: 99%

Symbolic Management and the Glass Cliff: Evidence from the Boardroom Careers of Female and Male Directors

Main

Gregory‐Smith

2017

British J of Management

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“…business as usual-including prioritizing maximization of shareholder value-while claiming to be caring and socially responsible". 56 54 Davis (2009), Horn (2012, Khurana (2007), Johnson (2012Johnson ( , p. 1163Pye (2001Pye ( , 2002, Veldman and Willmott (2016). 55 Banerjee (2008), Jones and Haigh (2007, p. 52);Murphy (2011), Rajak (2011.…”

Section: Discussionmentioning

confidence: 99%

“…45 Lan and Heracleous (2010). 46 Khurana (2007), Lan and Heracleous (2010), , Veldman and Willmott (2016). 47 Blair andStout (2011), Millon (2014).…”

Section: Corporate Responsibilitymentioning

confidence: 99%

Responsibility and the Modern Corporation

Veldman

2018

Globalisation of Corporate Social Responsibility and Its Impact on Corporate Governance

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Citation: Veldman, J. ORCID: 0000-0001- 8615-5844 (2018). Responsibility and the modern corporation. In: Du Plessis, J. J., Varottil, U. and Veldman, J. ORCID: 0000-0001-8615-5844 (Eds.), Globalisation of Corporate Social Responsibility and its Impact on Corporate Governance. (pp. 77-92). Springer. ISBN 9783319691275 This is the accepted version of the paper. This version of the publication may differ from the final published version. Permanent repository link: https://openaccess.city.ac.uk/id/eprint/20325/ Link to published version: http://dx.

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“…The governance structure of a company consists of all of the formal procedures and processes by which decisions are made (Nooteboom, ; Williamson, ). The literature on corporate governance emphasizes the role played by shareholders (Bezemer, Zajac, Naumovska, Bosch, & Volberda, ; Veldman & Willmott, ). This literature is consistent with and influenced by agency theory, which focuses on the power disparities between principals (shareholders) and agents (managers).…”

Section: Corporate Governance Csr and Mental Modelsmentioning

confidence: 99%

CSR processes in governance systems and structures: The development of mental modes of CSR

Graaf

2019

Business and Society Review

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When corporate social responsibility (CSR) as a sensemaking process is assessed from a corporate governance perspective, this implies that stakeholders do not only influence companies by promoting and enforcing regulations and other corporate guidelines. They also influence companies by promoting regulation on influence pathways, by demanding that companies develop formal mechanisms that allow companies and stakeholders to discuss and in some cases agree on changes to principles and policies. This perspective suggests that regulation is an outcome of power relations and is, as such, a reflection of certain mental models.As such, mental models reveal the political bias in corporate governance perspectives. For this reason, CSR research needs to be clear about the underlying assumptions about corporate governance, and corporate governance research needs to disclose which mental models of CSR influence the outcomes. Taking a governance perspective on the development of mental models of CSR helps to understand the interaction between CSR and processes of sensemaking at the institutional, organizational and individual levels. K E Y W O R D Scorporate governance, corporate social responsibility, sensemaking

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The cultural grammar of governance: The UK Code of Corporate Governance, reflexivity, and the limits of ‘soft’ regulation

Cited by 35 publications

References 60 publications

Symbolic Management and the Glass Cliff: Evidence from the Boardroom Careers of Female and Male Directors

Symbolic Management and the Glass Cliff: Evidence from the Boardroom Careers of Female and Male Directors

Responsibility and the Modern Corporation

CSR processes in governance systems and structures: The development of mental modes of CSR

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