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The recent financial and economic crises exposed many corporate governance weaknesses—but, at the same time, they created momentum for change. Effective governance encourages better organizational decision-making, accountability, and robust scrutiny of organizational performance. Accountants are in an excellent position to ensure that governance is integrated into the very DNA of their organizations, which has been identified as critical to its effectiveness. Read More
Shows how boards can better understand their risk exposure and ensure their organization is as resilient as possible. The accompanying tool-kit provides some key questions for boards to ask of themselves to help achieve a more risk resilient organization.
Informs those charged with fiduciary management of enterprises why ethics can no longer be treated as a discretionary cost to the business. Management of the ethical dimension is instead a significant contributor to financial success. This is highlighted through the use of examples of how leading corporations are integrating ethical management into business practices, change programs, and fraud, risk, and compliance systems.
Breakthrough: Business Leaders, Market Revolutions
March 5, 2013 - Volans
A manifesto to help move toward breakthrough change toward a resource efﬁcient, low carbon, and sustainable economic system. References the growing numbers of business leaders that are helping the business case for market revolutions in such areas as accounting, valuation, and economics.
From Strategic Finance magazine, evaluation of three high-profile examples of companies with poor tone at the top—Groupon, Chesapeake Energy, and Enron.
Provides guidance on the implementation of the Australian/New Zealand standard on risk management, AS/NZS ISO 31000:2009, Risk management – Principles and Guidelines, which is identical to the International Organization for Standardization (ISO) 31000:2009 standard. The guidelines expand on and explain the elements included in the standard and provide advice about applying the standard, including using it to evaluate and improve existing risk management practice.
Explains that it is time to establish a new paradigm for interactions between boards and supervisors, built on mutual trust and transparency so supervisors and boards are better able to fulfill their responsibilities.
This explores how country and firm level governance arrangements influence the quality of financial reporting by organizations.
October 7, 2014 - Financial Times
September 17, 2014 - Forbes
September 15, 2014 - Reuters
September 15, 2014 - The Independent
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