Conference Agenda
Overview and details of the sessions of this conference. Please select a date or location to show only sessions at that day or location. Please select a single session for detailed view (with abstracts and downloads if available).
Please note that all times are shown in the time zone of the conference. The current conference time is: 17th May 2024, 04:35:27am CEST
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Session Overview |
| Date: Sunday, 22/Oct/2023 | ||||
| 9:30am - 11:00am |
Annals of Corporate Governance/Meet the Author Location: T 14.01 Chair: Ryan Federo, Universitat de les Illes Balears, Spain Chair: Marc Goergen, IE Business School, Spain |
PS IV.1: Shareholders and CSR Perspectives Location: T 15.01 Chair: Kurt Desender, Universidad Carlos III, Madrid, Spain Track C: Ownership A Tale of Two Markets: Unveiling the Big Three's Influence on CSR in Domestic and Foreign Markets Universidad Carlos III, Madrid, Spain Track C: Ownership IS THE STATE A SOCIALLY RESPONSIBLE SHAREHOLDER? State-Owned Enterprises, Political Ideology and Corporate Social Performance 1: Brazilian School of Public and Business Administration, Getúlio Vargas Foundation (FGV/EBAPE); 2: Serzedello Corrêa Institute, School of Government of the Brazilian Federal Court of Accounts (TCU/ISC); 3: COPPEAD Graduate School of Business of the Federal University of Rio de Janeiro (COPPEAD/UFRJ) Track C: Ownership Owners as Strategists: Mapping the current state and future directions University of St. Gallen, Switzerland |
PS IV.2: CG & Sustainability- a comparative perspective Location: T 15.02 Chair: Niels Hermes, University of Groningen, Netherlands, The Chair: Nikolaos Kavadis, Copenhagen Business School, Denmark Track F: Comparative Corporate Governance Sustainable corporate governance and environmental performance across countries: A configurational perspective 1: University of Groningen,; 2: University of Cagliari Track A: Sustainable Corporate Governance Corporate Leaders and Sustainable Development Goals: The Effect of Directors' Social Class, Values, and Political Leaning 1: Erasmus University Rotterdam, Netherlands; 2: University of Amsterdam, Netherlands; 3: Leeds University Business School, University of Leeds, United Kingdom Track F: Comparative Corporate Governance EXPLORING THE RELATIONSHIP BETWEEN DEGLOBALIZATION AND CORPORATE NETWORK STRUCTURE: A CONFIGURATIONAL ANALYSIS WITH A HISTORICAL LENS 1: University of Adolfo Ibañez, Chile; 2: Universidad del Desarrollo, Chile; 3: Universidad del Desarrollo, Chile Track F: Comparative Corporate Governance Revitalizing Traditional Values and Sustainability: Impact of Japan's 2021 Corporate Governance Code Amendments University of Surrey, United Kingdom |
PS IV.3: Board Interlock Location: T 15.03 Chair: Caglar Kaya, Copenhagen Business School & Aalborg University, Denmark Track B: Board Dynamics and Strategic Leadership INTERLOCKING DIRECTORATES AND FAMILY FIRM PERFORMANCE: AN EMERGING MARKETS PERSPECTIVE 1: Universidad Internacional de La Rioja, Spain; 2: Universidad de Granada; 3: Universidad Autónoma de San Luis Potosí Track B: Board Dynamics and Strategic Leadership Worker Representation and Job Quality 1: Copenhagen Business School, Denmark; 2: Goethe University Frankfurt Track B: Board Dynamics and Strategic Leadership Shared Board Directors and the Cost of Bank Debt Copenhagen Business School, Denmark |
| PS IV.4: Stakeholder Engagements on ESG Location: T 15.04 Chair: Léo Denis, Ecole Polytechnique, France Track A: Sustainable Corporate Governance Voiceless but still influential shareholders? The case of a responsible investors' coalition engagement with TotalEnergies in 2020-2022 CRG-i3, Ecole Polytechnique, CNRS, Institut Polytechnique de Paris Track A: Sustainable Corporate Governance Organizational Consciousness and Stakeholder Engagement: Unraveling the Benefits of Organizational Awareness Towards Multiple Stakeholders 1: Humanizadas; 2: Universidad de Navarra, Spain; 3: Tecnológico de Monterrey; 4: Universidade de São Paulo Track A: Sustainable Corporate Governance Proxy statements as a shareholders’ governance mechanism: an asset or a liability to create (sustainable) firm value? KU Leuven, Belgium Track A: Sustainable Corporate Governance Unintended Consequences of Shareholder Activism: A Socio-Cognitive Responses to Stakeholders’ Demands 1: Faculty of Economics and Business, University of Granada, Granada, Spain; 2: D’Amore-McKim School of Business, Northeastern University, Boston, USA; ESADE Business School, Universitat Ramon Llull, Barcelona, Spain |
PS IV.5: Misconduct and ESG Location: T 16.01 Chair: Mirjam Brandl, University of Mainz, Germany Track A: Sustainable Corporate Governance Breaking Bad or Leading Green? CEO Regulatory Focus and Environmental Misconduct University of Mainz, Germany Track A: Sustainable Corporate Governance The Positive Spillover Effects of Corporate Misconduct: Board Interlocks and Corporate Social Responsibility 1: Universidad de Montevideo, Uruguay; 2: University of Chile, Chile Track A: Sustainable Corporate Governance CEO Rationalization of Corporate Misconduct: A Meta-Analytic Structural Equation Model 1: Freie Universität Berlin; 2: Virginia Tech |
PS IV.6: Psych Location: T 16.02 Chair: Shuxing Yin, University of Sheffield, United Kingdom Track B: Board Dynamics and Strategic Leadership Uncovering Trait Activation within the Big Five Framework: An Analysis of CEO Neuroticism and Climate Change Action 1: University of Goettingen, Germany; 2: University of Groningen, The Netherlands Track B: Board Dynamics and Strategic Leadership Peer Death Experience and Corporate Policies 1: Department of Economics, University of Birmingham; 2: Management School, University of Sheffield; 3: School of Management, University of St Andrews Track B: Board Dynamics and Strategic Leadership The double-edged sword of CEO cognitive complexity: The relationship with competitive repertoire complexity in different control and advice contexts 1: Johannes Gutenberg-Universität Mainz, Germany; 2: Rijksuniversiteit Groningen, the Netherlands Track B: Board Dynamics and Strategic Leadership Is it Me or is it You? CEO-Director Forename Commonality, Implicit Egotism, and CEO Compensation 1: University of Groningen, Netherlands, The; 2: University of Göttingen, Germany |
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| 11:00am - 11:30am |
Break 3 Location: T-Lobby |
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| 11:30am - 12:30pm |
Keynote II: Amy Hillman: “The Future (and Past) of Corporate Governance”. Location: Auditorium (-4 floor) Amy Hillman is the Rusty Lyon Chair of Strategy and former Dean of the W. P. Carey School of Business at Arizona State University. Her areas of interest include corporate political strategies, boards of directors, and corporate strategy. Her research includes over 30 peer-reviewed articles published in leading journals such as Academy of Management Review, Academy of Management Journal, Strategic Management Journal, Organization Science, and Administrative Science Quarterly. She was elected a Fellow of the Academy of Management in 2014, is a Founding Fellow of the International Corporate Governance Society and was elected a Fellow of the Strategic Management Society in 2020.
She is former Editor of Academy of Management Review and a former Associate Editor of Academy of Management Journal. She also serves or has served on the Editorial Review Boards of the Academy of Management Journal, Strategic Management Journal, Journal of Management, Academy of Management Learning & Education... |
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| 12:30pm - 12:45pm |
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| 12:45pm - 2:15pm |
PS V.1: Risk and Corporate Restructuring Location: T 14.01 Chair: Konstantin Maximilian Skora, IE, Germany Chair: Sebastian Sigg, University of St. Gallen, Switzerland Track C: Ownership M&A under financing frictions: evidence from credit supply shortfalls 1: INSPER - Institute of Education and Research, Brazil; 2: University of Navarra Track A: Sustainable Corporate Governance Backing Away from ESG? The Effect of Sovereign Rating Downgrades on Corporate ESG Policies 1: Newcastle University Business School; 2: University of Liverpool, United Kingdom; 3: University of South Carolina Track C: Ownership VALUE CREATION IN PRIVATE EQUITY TRANSACTIONS: ACTIONS & STRATEGIES TO REACH MULTIPLE EXPANSION IE, Germany Track C: Ownership Shareholder Orientation and Workforce Downsizing: Exploring the CEO-Shareholder Interface 1: Leeds University, United Kingdom; 2: York University, United Kingdom |
PS V.2: Board Governance and decision making Location: T 14.03 Chair: Alessandro Zattoni, Luiss, Italy Track E: Self Governance and Internal Corporate Governance Mechanisms Governing innovation: How board quality shapes innovation? 1: University of Sao Paulo, Brazil; 2: University of Navarra, Spain Track D: External Governance Employer WARN-ing: Labor Dismissal Laws and Innovation UNIVERSITY OF CONNECTICUT, United States of America Track E: Self Governance and Internal Corporate Governance Mechanisms The Role of Parent Country Directors in Business Groups’ Foreign Affiliates 1: Copenhagen Business School; 2: Universitat de les Illes Balears; 3: Universidad Carlos III de Madrid |
PS V.3: Misconduct Location: T 15.01 Chair: Xiu-Ye Zhang, The Australian National University, Australia Track B: Board Dynamics and Strategic Leadership CEO Risk Taking Equity Incentives and Workplace Misconduct 1: Lancaster University, United Kingdom; 2: Universtiy of Exeter, United Kingdom; 3: University of York, United Kingdom Track B: Board Dynamics and Strategic Leadership CEO Cultural Masculinity and Earnings Management 1: Auckland University of Technology; 2: Open Universiteit; 3: Kühne Logistics University; 4: The Australian National University, Australia Track B: Board Dynamics and Strategic Leadership The Social Geography of Misconduct 1: ESE Business School, Chile; 2: ESE Business School, Chile; 3: Sungkyunkwan University. |
PS V.4: Risk Location: T 15.02 Chair: Dietmar Leisen, Gutenberg University of Mainz, Germany Track D: External Governance Big Brother is Watching You: The Effect of the CSISC Shareholding Program on Insider Trading 1: IE Business School, Spain; 2: Tianjin University of Finance & Economics, China; 3: University of Macau, Macau, China Track D: External Governance CEO Tournament Incentives and Cost of Equity 1: University of Liverpool; 2: University of Essex; 3: The Australian National University Track D: External Governance The Effect of Tax Policies on Corporate Risk-Taking: Evidence From Bonus Depreciation The University of Manchester, United Kingdom Track D: External Governance Bank Risk Governance 1: Gutenberg University of Mainz, Germany; 2: University of New South Wales, Australia |
| PS V.5: ESG Location: T 15.03 Chair: Tinghua Duan, IESEG SCHOOL OF MANAGEMENT, France Track D: External Governance Consumers Reaction to Corporate ESG Performance: Evidence from Store Visits 1: IESEG School of Management; 2: Singapore Management University; 3: University of Hong Kong and ECGI Track D: External Governance The Unintended Spillover: CSR Mandates and Corporate Self-Regulatory Adaptation 1: Erasmus University; 2: Erasmus University Track D: External Governance The Role of Language in Carbon Emissions: Exploring the Link Between Language Use and Sustainable Behaviour in Firms Across the Globe University of Strathclyde, United Kingdom Track D: External Governance Russian business leaders speaking out on the Ukraine invasion as a litmus test of a firm’s ESG 1: University of Cagliari (Italy), Italy; 2: University Luxembourg |
PS V.6: The role of directors Location: T 15.04 Chair: Georg Guttmann, University of St.Gallen, Switzerland Track B: Board Dynamics and Strategic Leadership Overboarded University of Cambridge Judge Business School, United Kingdom Track B: Board Dynamics and Strategic Leadership Opting out: Understanding committee avoidance among expert directors 1: University of Groningen, Netherlands, The; 2: Verlick Business School, Belgium; 3: Johannes Gutenberg-Universität Mainz Track B: Board Dynamics and Strategic Leadership Priorities of Non-Executive Board Directors’ Personal Values IE Business School, Spain Track B: Board Dynamics and Strategic Leadership The Influence of Board Institutional Expertise on Firm Performance 1: University of St.Gallen, Switzerland; 2: Waseda University, Japan |
PS V.7: Board Diversity Location: T 16.01 Chair: Elisabeth Dedman, Edge Hill University, United Kingdom Track B: Board Dynamics and Strategic Leadership Does gay pay off? The link between LGBTQ+ directors and firm outcomes 1: Universitat de les Illes Balears, Spain; 2: Northeastern University, U.S.A. Track B: Board Dynamics and Strategic Leadership Board Nationality and Firm Value 1: Edge Hill University, United Kingdom; 2: University of Nottingham; 3: University of Huddersfield; 4: University of Manchester Track B: Board Dynamics and Strategic Leadership DIVERSITY AND REPUTATION IN AN EMERGING MARKET CONTEXT ITAM, Mexico Track B: Board Dynamics and Strategic Leadership Does It Pay to Exceed Institutional Norms for Female Representation on Corporate Boards? 1: University of Houston - Downtown; 2: Florida Southern College, United States of America |
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| 2:15pm - 3:15pm |
Award Luncheon Location: T-Lobby |
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| 3:15pm - 4:15pm |
Plenary II: Greenwashing Location: Auditorium (-4 floor) Panelists include: Leticia Alvarez Alsonso, co-founder and chief sustainability officer, yourESGadvisor Ariadna Dumitrescu, ESADE Patricia Gabaldon, IE University María Rotondo Urcola, Teléfonica, CACEIS |
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| 4:15pm - 5:15pm |
General Meeting Location: Auditorium (-4 floor) |
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| 5:15pm - 6:15pm |
Closing Reception Location: T-Lobby |
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