Boardroom myths: reconciling prescription and research guidance

Catherine M. Daily ((cdaily@indiana.edu) is the David H. Jacobs Chair of Strategic Management, Kelley School of Business, Indiana University.)
Dan R. Dalton ((dalton@indiana.edu) is Dean and Harold A. Poling Chair of Strategic Management, Kelley School of Business, Indiana University)

Handbook of Business Strategy

ISSN: 1077-5730

Publication date: 1 December 2004

Abstract

Not since the passage of the Securities and Exchange Commission Act of 1934 have matters of corporate governance received such concentrated attention. The failures of a series of notable US companies, beginning with Enron Corporation, have reignited attention toward effective corporate governance. The single most remarkable governance‐related outcome of the Enron failure is the passage of the Sarbanes‐Oxley Act of 2002. Congress passed this legislation as a means for remedying the types of governance failures that are believed to have significantly contributed to Enron’s downfall.

Keywords

Citation

Daily, C. and Dalton, D. (2004), "Boardroom myths: reconciling prescription and research guidance", Handbook of Business Strategy, Vol. 5 No. 1, pp. 15-18. https://doi.org/10.1108/10775730410494044

Download as .RIS

Publisher

:

Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.