Capital Aberto Magazine

Friday, 2013/05/24

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Title		Edition
Shared power The advantages and risks of shared control are different from the old and familiar scenario		98
Ten years after Enron – part II The red flags that could have been spotted, and the lessons that can still be learned		97
Ten years after Enron – part I The most emblematic case in the history of corporate governance approaches its tenth anniversary. Few lessons were learned		96
Encouraging good men Cultivating a conscience may be just as important as incentive and control mechanisms		95
Interests or ideologies? Companies need clearer rules and greater transparency for political donations		94
Who's the boss? The CEO is not always the company's key leader		91
Are many heads better than one? The debate over the quality of group and individual decisions		88
A third way? Corporate governance in Nordic countries may provide new outlooks for related discussions in Brazil		87
Better practices. Really? Behavior of Novo Mercado companies places commitment to good corporate governance under suspicion		86
Blind obedience The damages that excessive loyalty to a leader can cause organizations		85
Investor, what's your banner? Focus on the conselho fiscal goes against international trends		84
Opportunistic rhetoric Focus on stakeholders' interests may be used by executives as an excuse to justify flaws		83
BNDES: a negligent agent? – Part 2		82
BNDES: a negligent agent? – Part I It's important to rethink the institution's role in the development of best practices		81
More than simple curiosity Revealing management salaries will provide investors with opportunities for relevant analyses		80
The bad example of state-controlled companies Recent episodes offer important lessons about the practices of these companies		79
Lower gains Study shows that governance may have a lesser impact in highly competitive segments		78
Families in control Investors should take the peculiarities of family-run businesses into account when selecting		76
Rules of thumb Cognitive biases can make boards part of the problem, instead of the solutio		75
Together in error The same governance errors are at the source of recent corporate scandals		74
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