{"id":37434,"date":"2011-07-25T09:23:03","date_gmt":"2011-07-25T10:23:03","guid":{"rendered":"http:\/\/www.corporate-eye.com\/blog\/?p=37434"},"modified":"2012-10-15T17:18:28","modified_gmt":"2012-10-15T18:18:28","slug":"corporate-governance-2-5","status":"publish","type":"post","link":"https:\/\/www.corporate-eye.com\/main\/corporate-governance-2-5\/","title":{"rendered":"Corporate Governance 2.5 A New Focus"},"content":{"rendered":"

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It is time for a new corporate governance editorial focus. Why?<\/p>\n

Corporate governance has a long history, perhaps beginning as far back as the 4th century BC, when the Chinese philosopher Mencius argued that it is acceptable to overthrow corrupt or unjust rulers, through the establishment of joint stock companies (perhaps as early as the 13th century, but certainly by the 17th century) and stock exchanges to facilitate the sale of stock, to the US Securities Act of 1933 – the first to regulate the securities markets, particularly with respect to disclosure – and the development of corporate governance codes in the 1990s. In 2002, in the US, the Enron collapse and other corporate scandals led to the Sarbanes-Oxley Act; and in 2009, the UK Walker Report recommendations were published, closely followed in 2010-11 by revisions to the UK corporate governance code, and the development of a stewardship code for institutional investors.<\/p>\n

Still, two and half\u00a0millennia of governance experience, and many regulatory and legal interventions seemed to do little to prevent the catastrophic 2008 world economic collapse. The reaction is dramatic…<\/p>\n

“We are in the middle of the biggest revolution in corporate governance since the 1930s…<\/p>\n

Richard Cellini, senior VP of business and legal affairs at Integrity Interactive Corp.
\n\u201cAfter the Storm\u201d, <\/strong>The Conference Board Review<\/em> March \/ April 2009<\/a><\/p><\/blockquote>\n

This broad sweeping commentary is supplemented by others who focus on more specific items:<\/p>\n