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    Learning from Enron

    Deakin, S. and Konzelmann, Suzanne J. (2004) Learning from Enron. Corporate Governance: An International Review 12 (2), pp. 134-142. ISSN 1467-8683.

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    Abstract

    This paper argues that the Enron affair has been misunderstood as a failure of monitoring, with adverse consequences for the drafting of the Sarbanes-Oxley Act and the Higgs report. Where Enron’s board failed was in misunderstanding the risks which were inherent in the company’s business plan and failing to implement an effective system of internal control. Enron demonstrates the limits of the monitoring board and points the way to a stewardship model in which the board takes responsibility for ensuring the sustainability of the company’s assets over time.

    Metadata

    Item Type: Article
    Keyword(s) / Subject(s): Enron, corporate governance, shareholder value, non-executive directors, monitoring board
    School: Birkbeck Schools and Departments > School of Business, Economics & Informatics > Management
    Research Centre: Corporate Governance and Ethics, London Centre for
    Depositing User: Suzanne Konzelmann
    Date Deposited: 24 Jan 2013 11:04
    Last Modified: 27 Jul 2019 20:32
    URI: http://eprints.bbk.ac.uk/id/eprint/5835

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