How much should boards know?
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|Title:||How much should boards know?||Authors:||Brennan, Niamh
|Permanent link:||http://hdl.handle.net/10197/5405||Date:||24-May-2013||Abstract:||When companies fail boards get blamed – either they knew and were complicit, or did not know and were incompetent. At the heart of corporate governance is information asymmetry between various parties. The UK Code of Governance sets a high standard for board information governance, placing a particularly heavy burden on chairmen, stating that ‘the chairman is responsible for ensuring that the directors receive accurate, timely and clear information’. The Code goes on to state that ‘management has an obligation to provide such information, but directors should seek clarification or amplification where necessary’. Corporate governance failure is almost always accompanied by information asymmetry whereby the non-executive directors were not aware of what was going on.||Type of material:||Journal Article||Publisher:||ICSA||Copyright (published version):||2013, ICSA||Keywords:||Corporate governance; Board information governance; Management; Board knowledge; Information-asymmetry; Information processes||Language:||en||Status of Item:||Not peer reviewed|
|Appears in Collections:||Business Research Collection|
UCD RePEc Archive Collection
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