Bibliothèque de la gouvernance

Comment créer une culture de la gouvernance? Quel est le rôle du comité de vérification? Consultez les ressources exhaustives d’ouvrages de haute qualité sur la gouvernance et découvrez d’autres moyens de devenir un administrateur efficace.


Data governance: what directors need to know now

Data governance: what directors need to know now

2020-02-01
Institute of Internal Auditors

Disponible en anglais seulement
A sea change is taking place in corporate governance, and it’s all about data.

The critical importance of effective private company governance

The critical importance of effective private company governance

2020-01-31
The David and Sharon Johnston Centre for Corporate Governance Innovation at Rotman School of Management; KPMG

Disponible en anglais seulement
Private companies are forging their own paths and taking bespoke approaches to governance, building boards and other decision making structures in ways that are best suited to their needs.

Représentation des femmes au sein des conseils d'administration, 2017

Représentation des femmes au sein des conseils d'administration, 2017

2020-01-28
Statistique Canada

Statistique Canada diffuse de nouvelles données sur la composition, selon le genre, des conseils d'administration au Canada en 2016 et en 2017. 

Every family business needs an independent director

Every family business needs an independent director

2020-01-27
Ballini, Beatrice

Disponsible en anglais seulement.
Nearly every family-owned business leader hopes to pass the torch to a family member when the time comes. Yet, fulfilling that hope is surprisingly difficult. While exact figures may differ from one source to another, there is common agreement that fewer than 30% of family businesses survive into the third generation of family ownership.

Managing the trickiest parts of a family business

Managing the trickiest parts of a family business

2020-01-23
Iqbal, Sonny; Pendergast, Jennifer; Herrera, German

Disponsible en anglais seulement.
Serving on any board of directors is hard, but in a family-owned business, it’s even harder. Unlike their public-company counterparts, which focus mainly on increasing shareholder value, family-business boards must act on behalf of stakeholders with multiple and potentially conflicting agendas – for example, co-owners with equal power and completely opposing financial timelines. And because interpersonal dynamics in family businesses are much more complicated, discussions of critical issues like leadership succession, compensation, and the performance of management often become uncomfortable, messy, and emotionally fraught. 

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