Similar Articles

Browse Main Topics:

Business
Computers & Electronics
Education & Reference
Entertainment & Leisure
Family & Home
Finance & Investment
Health
Internet
Pets & Animals
Science & Technology
Society, Politics & Culture
Sports & Recreation

Similar Articles

Knowledge@Wharton July 30, 2003	Has Sarbanes-Oxley Made a Dent in Corporate America's Armor? In the 12 months since it was signed by President Bush, the landmark Sarbanes-Oxley Act has caused U.S. companies to spend heavily on compliance, altered the culture of boardrooms and boosted the business of firms that offer ethics and compliance consulting. To what end?
Financial Planning September 1, 2005 Suzanne McGee	Scandal! Corporate governance experts agree that the past two decades have been a particularly fertile period for scandals, generating an abundance of candidates for inclusion in a new series of "Wall Street Most Wanted" playing cards. What motivates the cheaters -- greed, fear or ego?
BusinessWeek September 22, 2003 Nanette Byrnes	Reform: Who's Making the Grade A performance review for CEOs, boards, analysts, and others
Knowledge@Wharton June 18, 2003	Board Members Feeling the Heat of Public Scrutiny Should Bone Up on Finance, Accounting What you don't know can't hurt you. That old adage may be true some of the time, but not for people serving on boards of directors and audit committees in the wake of recent scandals that have tarnished the reputation of corporate America.
Knowledge@Wharton September 24, 2003	Mutual Fund Scandals: Once Again, Individual Investors Are the Losers Is the mutual fund industry going to become mired in the kind of scandal that has afflicted so many public companies over the past few years?
CFO May 1, 2003 Arthur Levitt	You Are the Guardians Former SEC chairman Arthur Levitt offers some pointed advice on how to restore confidence in corporate accounting.
Knowledge@Wharton	Re-examining Stock Options as a Way to Compensate Executives Now that an underperforming stock market and the excesses of Enron have focused new attention on the use and abuse of stock options as a way to incentivize senior managers, what changes, if any, should companies make in their design of compensation packages?
Knowledge@Wharton	Enron's Board Gives Black Eye to Efforts Aimed at Improving Corporate Governance By not keeping Enron from barreling down the wrong track to a rendezvous with catastrophe, the board has given a black eye to efforts by other American firms to improve corporate governance in recent years...
Knowledge@Wharton	Corporate Boards Should Focus on Performance, Not Conformance After the corporate governance revolution of the 1990s that led to a new era of accountability to shareholders, the Enron debacle has brought new attention to the role of corporate boards and governance...
Entrepreneur October 2003 Joshua Kurlantzick	Liar, Liar In the race to make money, some American businesses have been lying their pants off -- but is success at any cost really worth the price?
Salon.com February 20, 2002 Dave Lindorff	Chief fudge-the-books officer Enron CFO Andrew Fastow wasn't a renegade, he was just doing his job -- or, at least, he was doing precisely what today's CFOs are being told to do...
Knowledge@Wharton December 18, 2002	Re-Examining the Role of the Chairman of the Board Faculty members at Wharton and a board member of a major U.S. corporation say that while there are some circumstances in which a division of authority between a chairman and a CEO may make sense, it is by no means a surefire way to keep companies on the straight and narrow.
Knowledge@Wharton	As CEOs Fall Off Their Pedestals, Is a Leadership Crisis Looming? In recent months, the reputations of several once-soaring corporate captains have crashed to earth. Does their fall, along with the demise of other prominent CEOs, constitute a new crisis in business leadership?
Knowledge@Wharton	CEOs Are Ridiculed for Huge Salaries: Why Aren't Athletes and Entertainers? Why is it that corporate executives are coming under fire for excessive pay when athletes like Michael Jordan and entertainers like Oprah Winfrey seem to stir no such feelings of resentment?
CFO October 1, 2002 Julia Homer	How Did We Get Here? Much of what happened in the 1990s also happened in the 1980s. Here's hoping we don't do it again.
National Defense April 2015 Dave Melcher	Understanding the Value of Ethics Surveys A healthy ethical culture is a critical component of all successful businesses, regardless of size or complexity.
CFO September 1, 2002 Lori Calabro	I Told You So To controversial securities litigator Bill Lerach, the current wave of corporate fraud scandals was both inevitable and preventable.
CFO March 1, 2003 Lori Calabro	The Prime of Ms. Nell Minow For the prominent shareholder activist, these have been both the best and the worst of times.
CFO October 1, 2002 Jeffrey L. Seglin	Ethics: Good for Goodness' Sake What we mean when we talk about ethics.
Entrepreneur October 2002 Chris Sandlund	Trust Is a Must In the eyes of employees, investors, clients and the public at large, honesty is the only policy that will do.
Knowledge@Wharton	Oh, the Games Enron Played The Enron story is not simply a case of a lone company that played with fire and got burned. Enron was able to take enormous risks while keeping shareholders in the dark because it could exploit accounting loopholes for subsidiaries that are available to most publicly traded companies.
BusinessWeek April 25, 2005 Henry et al.	The Boss on the Sidelines Auditors, directors, and lawyers are asserting their new-age power, and the reason for their defiance is no great mystery. The watchdogs are finally facing genuine liability for their failures.
BusinessWeek October 13, 2003 Robert Kuttner	The Big Board: Crying Out for Regulation The Grasso pay debacle means the SEC should supervise the NYSE.
BusinessWeek February 6, 2006 Jane Sasseen	White-Collar Crime: Who Does Time? Corporate criminals are punished more harshly today than in the '80s, but hands-off executives may still face better odds.
Knowledge@Wharton May 7, 2003	Those Who Sit on Company Boards Face a New, Tougher Job Description Two longtime executives and board members talk about the changing role of boards of directors in what they say is becoming an increasingly volatile, litigious and risky environment.
Registered Rep. November 20, 2002 Ross Tucker	SIA Kicks Off Conference Tour The first of three Securities Industry Association-sponsored Critical Issues Conferences kicked off yesterday in New York, bringing together an array of speakers to address key issues facing the financial services industry.
National Defense June 2015 Sandra Evers-Manly	An Ethical Culture: Own it, Live it, Lead it Anyone involved in ethics and compliance within the defense industry should know that to be truly effective, a corporate ethics program requires more than a "check the box" approach
The Motley Fool December 1, 2008 Rich Duprey	Corporate Boards Are Broken Extreme measures are needed to get boards to do their jobs.
Financial Advisor November 2003 Marla Brill	Advisors Divided Over Fund Scandals Some think they are isolated cases; others say their faith is being tested.
Salon.com September 25, 2002 Farhad Manjoo	Investors of the world, unite! Former chairman of the SEC Arthur Levitt declares the time is ripe for fighting back against Wall Street.
HBS Working Knowledge July 7, 2008 Martha Lagace	Innovation Corrupted: How Managers Can Avoid Another Enron Companies can take steps to help senior executives avoid the two sources of leadership failure at Enron: personal opportunism and flights to utopianism.
CFO March 1, 2005 Kate O'Sullivan	Flashbacks: 20 Years of Finance Two tumultuous decades, from Treadway and Black Monday, to reengineering and ''irrational exuberance,'' to Reg FD and Sarbanes-Oxley.
National Defense January 2008 Hickey & Connolly	Codes of Conduct Don't Always Protect Reputation Alone, ethics codes will not protect an organization's reputation. Leadership is required. CEOs, boards, and every level of management, must vigilantly endeavor to steer their organizations clear of even appearances of questionable behavior.
BusinessWeek May 17, 2004 Capel et al.	Europe's Old Ways Die Fast The two-year bear market, and a slew of homegrown corporate scandals, is spurring European shareholders to stand up for their rights.
BusinessWeek January 22, 2007 Byrnes & Sasseen	Board of Hard Knocks Activist shareholders, tougher rules, and anger over CEO pay have put directors on the hot seat.
Inc. February 2004 Adam Hanft	Grist: The New Lust for Integrity Ethical accountability now shapes the way companies are judged and valued. This isn't ethics as ornament, as the accessory of the moment. It is a lasting change.
National Defense January 2004 Lawrence P. Farrell Jr.	Corporate Self-Governance Remains an Imperative The ethics-related issues that have put the defense industry on the front pages in recent weeks obviously have prompted concerns among business leaders.
BusinessWeek October 6, 2003 Stephen B. Shepard	Straight Talk from Eliot Spitzer The New York Attorney General speaks on the mutual-fund investigations and other issues
National Defense September 2015 Charles L. Szews	Trust Plays Big Role in Corporate Culture In the defense industry, doing the right thing protects American lives and has national security implications.
National Defense April 2014 Sandra I. Erwin	Military Ethics Lapses: Is There a Crisis of Character? Following a string of scandals in the military ranks, Defense Secretary Chuck Hagel is looking to appoint a senior officer to ensure that "moral character" is given higher priority across all activities.
Knowledge@Wharton May 21, 2003	Do Shareholders Have the Clout to Rein in Excessive Executive Pay? What can/should be done about extravagant pay packages for CEOs and other executives, which sometimes result in huge pay increases even while the stock is falling?
Fast Company May 2002 Alan M. Webber	Are All Consultants Corrupt? That's one possible conclusion in the wake of the Enron scandal. According to David Maister, who's been studying professional-services firms for more than 20 years, it's time to clear the air...
Financial Advisor April 2006 Thomas M. Kostigen	Responsible, But Not Responsive People, from individual investors to hedge fund managers, seem to feel that ethical companies perform better. Many of these companies are entirely changing their corporate cultures. However, while socially responsible investing is growing, share prices aren't keeping pace.
National Defense February 2014 Jay B. Stephens	Companies Need Sound Governance In publicly-traded aerospace and defense companies, strong internal controls in an organization -- especially in business units far from the mother ship -- are essential to transparency and process fidelity.
BusinessWeek January 12, 2004	The Repurposed What's so great about kicking back? These execs have big second acts
The Motley Fool July 19, 2011 Andrew Tonner	10 Stocks With a Conscience to Crush the Market These stocks have a double-edged sword that could juice your portfolio's returns.
FDIC FYI July 24, 2002	Enhancing Financial Transparency Participants in the conference discussed the strengths and flaws inherent in the U.S. financial reporting process and suggested ways of modifying not only the reporting mechanism, but also the accounting standards that underlie financial statements, audit opinions, credit ratings and analyst reports.
HBS Working Knowledge January 17, 2007 Malcolm Salter	Learning from Private-Equity Boards Boards of professionally sponsored buyouts are more informed, hands-on, and interventionist than public company boards. The author argues that this board model could have helped Enron and perhaps your company as well.
National Defense November 2004 Joe Reeder	Association Unveils New Ethics Code for Industry The National Defense Industrial Association's Ethics Committee has developed a benchmark statement of industry ethics for companies to incorporate into their day-to-day business.
U.S. Banker August 2002 Holly Sraeel	Truth is lost amidst chaos, corporate confessionals Not until boards are out of CEOs' hip pockets will investors and companies thrive. Boards should be completely independent, and no board member should have any ties whatsoever to the CEO, his executive team or the company.