ACC3611: Corporate governance structures and models play a crucial role in the success of organizations, including their impact on Corporate Social Responsibility: Corporate Governance and Ethics Assignment, NUS, Singapore

Assessment task details:

Corporate governance structures and models play a crucial role in the success of organizations, including their impact on Corporate Social Responsibility (CSR). Good corporate governance provides organizations with responsibilities not only for the economic consequences of their activities but also for social and environmental implications.

Students now have the opportunity to practice demonstrating their understanding by comparing different corporate governance approaches of two organizations.

The two organizations to be examined are (1) Singapore Airlines (Singapore), and (2) The Evergrande Group (China).

The comparison of the two organizations will give you an opportunity to identify two board structures and models and the current organizational context.

One organization is stable, and the other is facing an embattled situation. While some of the negative press is a consideration, you are to focus on the governance arrangements and changes that have contributed to both stability and instability.

Students must focus on the literature and support their critical observations. As a reminder, the theories and concepts we covered are the Accountability of organizational boards, e.g. Schillemans and Bovens (2019).

Strengths and weaknesses of extant governance models Schillemans and Bovens (2019), and stakeholder perspectives Freeman (2008); Mitchell et al (1997).

Draw on course literature and concepts (for example Psaros 2008; Mitchell et al 1997; Boyd et al 2011; Morck, and Yeung, 2003; Young et al 2008)
Where relevant, alternative governance models and structures (Government Business Enterprises (GBEs)/State Owned Enterprises (SOEs), cooperatives, unitary boards, dual tier boards/codetermination/Works Councils). If students identify that a State Owned Enterprise is relevant, they should briefly rule out for example, other models, e.g. dual-tier boards.

Stakeholder value (Freeman 2008), Government Business Enterprises (GBEs) (Bovens 2019; Henderson & Clarke 2016), co-operatives (Erassti et al 2017; Cook 1995), and codetermination on boards & works councils/dual boards (Jackson & Muellenborn 2012; Frege 2005, 2002; Hertig 2006).