How to Build Reputation in Financial Markets

Long Range Planning

Volumn 39, Issue 4, 2006, Pages 385-407

  Mazzola, Pietro ^a   Ravasi, Davide ^a   Gabbioneta, Claudia ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

CONTROL SYSTEMS; MARKETING; STRATEGIC PLANNING;

CORPORATE REPUTATION; FINANCIAL MARKETS;

FINANCE;

ACCOUNTABILITY; CORPORATE STRATEGY; FINANCIAL MARKET;

EID: 33751551248     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.lrp.2006.09.001     Document Type: Article

References (69)

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64. Companies are now required to guarantee that: a) each member of the audit committee is independent of management, prohibiting the member from being an affiliated person of the company or any subsidiary apart from his or her capacity as a member of the board and any board committee; b) the audit committee is directly responsible for the appointment, compensation, retention and oversight of the company's outside auditor, who is expected to report directly to the audit committee; c) the audit committee has authority to engage independent counsel and other advisors it determines are necessary for the committee to carry out its duties; d) the audit committee is granted appropriate funding.
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67. R. G. Eccles, R. M. Grant and C. B. M. van Riel, op. cit.
68. This assertion is backed up by recent research showing how managers may mitigate the negative impact of financial restatements; see F. H. M. Gertsen, C. B. M. van Riel and G. Berens, Avoiding reputation damage in financial restatements, Long Range Planning, doi:10.1016/j.lrp.2006.09.002.
69. In fact recent research emphasizes that accounting scandals seem to be driven more by overambitious and ill-fitting strategies, rather than pure frauds; see R. M Grant and M. Visconti, The strategic background of corporate accounting scandals, Long Range Planning, doi:10.1016/j.lrp.2006.09.003.