Managing for Organizational IntegrityJournal of Management and Governance. Corporate governance CG and corporate social responsibility CSR have been important research issues for decades. The multiplicity of data sources and methodologies used in existing studies can explain, to a large extent, these differences in empirical results. Moreover, the relationships between CSR, governance, financial structure, and financial performance are complex, requiring more global models to better understand them Flammer Other fields of management literature have attempted to explain the relationship between governance and CSR engagement, policy and strategy Carroll ; Danvila del Valle et al. In particular, board composition and ownership structure may explain strategic CSR decision-making and risk-taking. An in-depth examination of CSR and governance issues is particularly important, given the alarming increase both in frequency and severity of incidents of corporate fraud.
CPA-STRATEGIC, GOVERNANCE & ETHICS-CORPORATE STRATEGY
Corporate social responsibility and governance
By supporting ethically sound behavior, managers can strengthen the relationships and reputations their companies depend on. Many managers think of ethics as a question of personal scruples, a confidential matter between individuals and their consciences. These executives are quick to describe any wrongdoing as an isolated incident, the work of a rogue employee. Ethics, after all, has nothing to do with management. In fact, ethics has everything to do with management. Rarely do the character flaws of a lone actor fully explain corporate misconduct.
MCB Group Ltd is led by a committed and unitary Board, which has the ultimate collective responsibility for the overall stewardship and oversight of the organisation. Through this framework, the Board sets out the strategic directions of the Group and has entrusted the day-to-day running of the organisation to the Management Executives, with their performance against set objectives and policies closely monitored. The Board thereafter ensures that the Group is being managed in accordance with its directions and delegations. The Board has delegated authority to various Board Committees to provide specialist guidance and make recommendations, through established reporting mechanisms, on areas and matters delegated to them. Each committee has its own charter, approved by the Board and reviewed as required, which sets out, inter alia , its roles, responsibilities, composition and meetings requirement. The Group is led by a Board comprising 12 members, including 2 female members: 2 executive, 4 non-executive and 6 independent non-executive directors. Biographical details are available by clicking on the relevant name.