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RCGA 688: Corporate Governance and Accountability Report a Broken Link



This course is designed to provide students with a thorough grounding in corporate governance theory, research, and practice, including associated reporting and regulation. Students will become familiar with and critique the academic literature in the area, as well as develop their ability to integrate and synthesize topics in order to appreciate current debates and explore potentially fruitful avenues for development.

Students will explore course concepts through readings, case studies, research, and discussions, both online and face to face during the in-residence week. The in-residence week will also include presentations by academics and industry representatives. By the end of the course, students should be able to relate knowledge gained from the elective to their own organizations, and they will be required to demonstrate this in their final assignment.
 

Required Readings

Week 1

Reading 1: Reed, P. B., & Howe, V. J. (1999). Defining and classifying the nonprofit sector (Nonprofit Sector Knowledge Base Project Research Papers, Issue No. 7, Government of Canada Catalogue No. CS75-0048/7E-IN, pp. 1-8). Ottawa, ON: Statistics Canada.
Case 1: Williams, C. C. (2006). Hershey Foods Company: Board of directors and stakeholders conflict over sale. Case Research Journal, 26(1).
Group Project Reference: Moore, S. A. (2010). Profile of Enron: The rise and fall. Profile: 1-429-058. WDI Publishing.

Week 2

Case 2: Smith, N. C., & Quirk, M. (2004). From grace to disgrace: The rise & fall of Arthur Andersen. Journal of Business Ethics Education, 1(1), 1-25.

Week 3

Case 3: Hillman, A. J. (2004). Governance from scratch: The Pepsi Bottling Group IPO. Ivey ID: 9B04M062. London, Canada: Ivey Publishing.

Week 4

There are no readings this week.

Week 5 (In Residence)

Reading 2: Canadian Patient Safety Institute (CPSI). (2010). Effective governance for quality and patient safety.
Reading 3: Bradshaw, P., Hayday, B., & Armstrong, R. (2007). Non-profit governance models: Problems and prospects. The Innovation Journal, 12(3), article 5.
Reading 4: Cornforth, C. (2001). What makes boards effective? An examination of the relationships between board inputs, structures, processes and effectiveness in non-profit organisations. Corporate Governance: An International Review, 9(3), 217-227.
Reading 5: Graham, J., Amos, B., & Plumptre, T. (2003). Principles for good governance in the 21st century (Institute on Governance Policy Brief No. 15).
Reading 6: Committee of Sponsoring Organizations of the Treadway Commission (COSO). (2013, May). Internal control - Integrated framework executive summary. Durham, NC: Association of International Certified Accountants.
Reading 7: Task Force on Climate-related Financial Disclosures (TCFD). (2017, June). Final report: Recommendations of the Task Force on Climate-Related Financial Disclosures.
Case 4: Brochet, F. (2010) Société Générale (A): The Jérôme Kerviel affair.( Ivey Case No.9-110-029).
Case 5: Conway Dato-on, M., & Weisenbach Keller, E. (2011). Health care center for the homeless: Changing with the times.( Ivey Case No. 9B10A032).
Case 6: Alves, F. L., Ma, H., Herremans, I. M., & Welsh, C. (2016). Enbridge: Looking toward the future (Ivey Case No. 9B16M025). 
Case 7:  Schnarr, K. (2013). Shriners Hospitals for Children® (Ivey Case No. 9B13M075).
Case 8: Bryant, M. J., & Mark, K. (2011). Ornge: Improving service levels.(Ivey Case No. 9B10M092).

Week 6

Reading 8: Imagine Canada. (2011). Ethical code handbook.

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Case 9: Mikalachki, A., & Fryday-Field, K. (1997). Victoria Hospital redesign initiative.(Ivey Case No.9A96C017).

Week 7

Reading 9: Bugg, G., & Dallhoff, S. (2006). National study of board governance practices in the non-profit and voluntary sector in Canada. Retrieved from Carleton Centre for Community Innovation (3ci) website.
Reading 10: Government of Ontario. (2009). LHIN guide to good governance: Section 2—LHIN board member roles and responsibilities (slides 20–31). Retrieved from the Central Local Health Integration Network (LHIN)
Case 10: Bryant, M. J., & Pepler, E. (2008). The Tom Baker Cancer Centre.(Ivey Case No. 9B07M078).

Week 8

Reading 11: Global Reporting Initiative (n.d.). GRI sustainability reporting standards [Consolidated set].
Case 11 (A): Sider, M., Seijts, J., & Chandrasekhar, R. (2008). RBC—Financing oil sands (A) (Ivey Publishing Case Nos. 9B10M015).
Case 11 (B): Sider, M., Seijts, J., & Chandrasekhar, R. (2008). RBC—Financing oil sands (B) (Ivey Publishing Case No.9B10M016).

Week 9

Reading 12: KPMG. (2017). The road ahead: The KMPG survey of corporate responsibility reporting 2017. Amstelveen, Netherlands: Author.
Case 12: McMaster, J., & Nowak, J. (2009). FIJI Water and corporate social responsibility—Green makeover or greenwashing? (Ivey Case No. 9B09A008).

Week 10

There are no readings this week.

Supplementary Readings

Week 1 Supp. Rdgs.

Shankman, N. A. (1999). Reframing the debate between agency and stakeholder theories of the firm. Journal of Business Ethics, 19(4), 319-334.
Solomon, J. F., Solomon, A., Joseph, N. L., & Norton, S. D. (2000). Institutional investors’ views on corporate governance reform: Policy recommendations for the 21st century. Corporate Governance: An International Review, 8(3), 215-226.

Week 2 Supp. Rdgs.

Financial Reporting Council (FRC). (2012a). FRC publishes updates to UK Corporate Governance Code and Stewardship Code.
Financial Reporting Council (FRC). (2012b). The UK corporate governance code, September 2012.
Financial Reporting Council (FRC). (2012c). The UK stewardship code, September 2012.
Finance Reporting Council (FRC). (2014a). Feedback statement—revisions to the UK corporate governance code, September 2014.
Financial Reporting Council (FRC). (2014b). The UK corporate governance code, September 2014.
Financial Reporting Council (FRC). (2016a). Guidance on audit committees, April 2016.
Financial Reporting Council (FRC). (2016b). The UK Corporate Governance Code.
Financial Reporting Council (FRC). (2018a). The UK corporate governance code, 2018.
Finance Reporting Council (FRC). (2018b). Guidance on board effectiveness, 2018.
Ontario Securities Commission (OSC). (December 19, 2008). Proposed repeal and replacement of NP 58-201 corporate governance guidelines, NI 58-101 disclosure of corporate governance practices, and NI 52-110 audit committees and companion policy 52-110CP audit committees. Retrieved from OSC website, Securities law and instruments section.
Ontario Securities Commission (OSC). (2004). Multilateral instrument 52-110: Audit committees. Retrieved from OSC website, Securities Law & Instruments section.
Toronto Stock Exchange (TSX). (2006). Corporate governance: Guide to good disclosure.

Week 3 Supp. Rdgs.

Committee on the Financial Aspects of Corporate Governance. (1992). The financial aspects of corporate governance: The code of best practice (Cadbury Report). London: Gee Professional Publishing Ltd.

Tricker, B. (2012). Appendix 4: The New York Stock Exchange Corporate Governance Listing Standards (pp. 511-524). In Corporate Governance: Principles, Policies, and Practices (2nd ed.). New York: Oxford University Press.

Tricker, B. (2012). Chapter 13: Board leadership: The reality of the boardroom (pp. 327-356). In Corporate Governance: Principles, Policies, and Practices (2nd ed.). New York: Oxford University Press.

Tricker, B. (2012). Chapter 15: Board effectiveness: Building better boards (pp. 390-419). In Corporate Governance: Principles, Policies, and Practices (2nd ed.). New York: Oxford University Press.

Tricker, B. (2012). Chapter 16: Board assessment: Reviewing directors and boards (pp. 420-465). In Corporate Governance: Principles, Policies, and Practices (2nd ed.). New York: Oxford University Press.

Week 4 Supp. Rdgs.

Shleifer, A., & Vishny, R. W. (1997). A survey of corporate governance. Journal of Finance, 52(2), 737-783.
La Porta, R., Lopez-de-Silanes, F., & Shleifer, A. (1999). Corporate ownership around the world. Journal of Finance, 54(2), 471-517.

Week 5 Supp. Rdgs.

Barton, D., & Wiseman, M. (2015). Where boards fall short. Harvard Business Review, 93(1/2), 98-104.  
Baysinger, B., & Hoskisson, R. E. (1990). The composition of boards of directors and strategic control: Effects on corporate strategy. Academy of Management Review, 15(1), 72-87.  
Bordean, O., Borza, A., & Maier, V. (2011). The involvement of boards in strategy implementation. Review of International Comparative Management / Revista De Management Comparat International, 12(5), 986-992.  
Chartered Professional Accountants of Canada (CPA). (March, 2008). Building a better MD&A— Risk disclosure.
Chartered Professional Accountants of Canada (CPA). (2014). Management’s discussion and analysis—guidance on preparation and disclosure. Retrieved from the Chartered professional accountants of Canada (CPA)
Ferkins, L., Shilbury, D., & McDonald, G. (2009). Board involvement in strategy: Advancing the governance of sport organizations. Journal of Sport Management, 23(3), 245-277.  
Ketchen, D., & Short, J. (2016). Mastering strategic management (Republished adapted edition). Minneapolis, MN: University of Minnesota Libraries’ Publishing Services.
Lozano, R. (2013). Are companies planning their organisational changes for corporate sustainability? An analysis of three case studies on resistance to change and their strategies to overcome it. Corporate Social Responsibility & Environmental Management, 20(5), 275-295.  
Mallin, C. A. (1996). The voting framework: A comparative study of voting behaviour of institutional investors in the U.S. and the U.K. Corporate Governance: An International Review, 4(2), 107-122.
Myners, P. (2001). Institutional investment in the United Kingdom: A review. Retrieved from http://uksif.org/wp-content/uploads/2012/12/MYNERS-P.-2001.-Institutional-Investment-in-the-United-Kingdom-A-Review.pdf
Sankaran, K., & Iyer, S. (2011). Governance tools for board members. Adapting strategy maps and balanced scorecards for directorial action. Current Issues of Business & Law, 6(1), 141-158.  
Solomon, A., & Solomon, J. F. (1999). Empirical evidence of long-termism and shareholder activism in UK unit trusts. Corporate Governance: An International Review, 7(3), 288-300.
Solomon, J. F., Solomon, A., Norton, S. D., & Joseph, N. L. (2000). A conceptual framework for corporate risk disclosure emerging from the agenda for corporate governance reform. British Accounting Review, 32(4), 447-478.

Week 6 Supp. Rdgs.

Certified General Accountants of Ontario. (2008). Grassroots governance: Governance and the non-profit sector.
Government of Ontario. (2009). LHIN guide to good governance: Section 2—LHIN board member roles and responsibilities (slides 1-18).
Panel on Accountability and Governance in the Voluntary Sector. (1999). Building on strength: Improving governance and accountability in Canada’s voluntary sector (final report).

Tricker, B. (2012e). The governance of NGOs and non-profit corporate entities (pp. 284-287). In Corporate governance: Principles, policies and practices (2nd ed.). Oxford, UK: Oxford University Press.

Tricker, B. (2012f). The regulatory framework (pp. 110-150). In Corporate governance: Principles, policies and practices (2nd ed.). Oxford, UK: Oxford University Press.

Week 7 Supp. Rdgs.

Bradshaw, P., Hayday, B., & Armstrong, R. (2007). Non-profit governance models: Problems and prospects. The Innovation Journal, 12(3), article 5.
Broder, P. (2002). Primer for directors of not-for-profit corporations. Ottawa, ON: Industry Canada.
Canadian Patient Safety Institute (CPSI). (2010). Effective governance for quality and patient safety toolkit.
Certified General Accountants of Ontario. (2008). Grassroots governance: Governance and the non-profit sector.(See Week 6)
Cornforth, C. (2001). What makes boards effective? An examination of the relationships between board inputs, structures, processes and effectiveness in non-profit organisations. Corporate Governance: An International Review, 9(3), 217-227.
Graham, J., Amos, B., & Plumptre, T. (2003). Principle for good governance in the 21st century (Institute on Governance Policy Brief No. 15).
Stanford University, Graduate School of Business. (2009, July 24). Nonprofit board governance [Video].  
Stanford University, Graduate School of Business. (2009, June 10). Nonprofit board governance [Video]
Stanford University, Graduate School of Business. (2009, June 10). Effective nonprofit boards:Tools of the trade [Video]. Retrieved from https://www.youtube.com/watch?v=z_K7dF6ohJo&feature=youtu.be

Week 8 Supp. Rdgs.

Directive 2014/95/EU of the European Parliament and of the Council of 22 October 2014. Retrieved from the EUR-Lez, Access to European Union Law Site.
Equator Principles (2013). The equator principles III.
International Integrated Reporting Council (IIRC). (2013, December). The international IR framework. London, UK: Author.
Solomon, A., & Lewis, L. (2002). Incentives and disincentives for corporate environmental disclosure. Business Strategy and the Environment, 11(3), 154-169.

Week 9 Supp. Rdgs.

O’Dwyer, B. (2000). Evidence and the public interest versus expediency: Critical commentary on “Could corporate environmental reporting shadow financial reporting?" Accounting Forum, 24(2), 223-230.
Solomon, A. (2000). Could corporate environmental reporting shadow financial reporting? Accounting Forum, 24(1), 30-55.

Week 10 Supp. Rdgs.

Canadian Securities Administration (CSA). (December 2, 2010). CSA staff notice 58-306: 2010 corporate governance disclosure compliance review.
Canadian Securities Administration (CSA). (September 28, 2015). CSA multilateral staff notice 58-307: Staff review of women on boards and in executive officer positions—compliance with NI 58-101 disclosure of corporate governance practices.
Davies. E. M. (February, 2011). Women on boards. Retrieved from the Department for Business Innovation & Skills, UK Government.
Dodd-Frank Wall Street Reform and Consumer Protection Act, Pub. L. No. 111-203, 124 Stat. 1376. (2010).
Financial Reporting Council (FRC). (2016). Feedback statement: UK Board succession planning discussion paper.