Using a broad sample of the largest European companies, I examine whether the two governance mechanisms, namely (i) independent monitoring by a board of directors and (ii) grants and disclosures of incentive-based executive pay, are substitutes for one another. I find that companies with proportionately more executives on their boards of directors grant greater incentive-based pay to their executives, and improve the transparency of their pay disclosure. The findings are consistent with the efficient contracting argument, which predicts that greater incentive-based pay and pay disclosure transparency mitigate agency problems generated by boards dependent upon management

The phenomenal increase of foreign labour employment (FLE) in the last three decades has brought about numerous socio-economic problems for receiving, sending and hosting nations of foreign workers. As a consequence, these have triggered many clamours for justice and equity for foreign workers from less developed countries especially. These circumstances have provided an opportune setting for a cross-cultural investigation into prevailing FLE attitudes and ethics (teleological or deontological) among managers from three countries (Australia, Singapore and Malaysia), two race/ethnic (Caucasian and Chinese) groups and three religious (Christian, Buddhist and Malay Muslim) denominations. Both qualitative and quantitative methodologies were employed to enable cross-data reliability checks among random and quota samples. The qualitative interview random sample consisted of managers from 36 Australian-owned Melbourne-based companies. The case study sample composed of two Singaporean-born expatriates in Melbourne. The quantitative survey sample comprised 120 randomly selected and 83 quota selected respondents from Australia (105), Singapore (55) and Malaysia (43). Procuring 'suitably qualified' respondents was difficult and this probably explains the response rates of 34 and 24 percent among random samples. Even though the responses of managers were very favourable towards FLE (foreign skilled particularly), they had their reservations about FLE in other countries (company relocation especially). Job and wealth losses were their foremost concerns. The degree of support for FLE correlated with the ethical stances. Singaporeans were entirely teleological and the most favourable of the three country groups toward FLE. Conversely, Australians were totally deontological and the least favourable of the three country groups toward FLE. Consistency was achieved in responses across samples and with cross-references between attitudes and ethics, along with other considerations such as companies' employment practices, residence preferences and views on profit. Partial support was found for the two hypotheses. Generally speaking, the results highlight that among individuals from various groups, culture does bring about differences in attitudes, ethical stances and even behaviours. These have implications for commercial activity. More importantly, they indicate that managers, whether in business or in government and not just those involved with human resource management, need to be cognisant of the importance of cultural differences when they conduct negotiations or make policy changes. This is the first step to avoid conflict and to exhibit a trustworthy effective corporate leadership.

Because of increasing global competition and the internationalization of world markets, the assignment of expatriate employees is becoming increasingly essential for the successful worldwide development of many multinational corporations (MNCs). International expatriates are imperative to the survival of global enterprises in the twenty-first century. Expatriates can become an important human resource to international enterprises or multinational operations. To facilitate the adjustment of business expatriates to an overseas environment and to help them to work effectively, MNCs need to recognize the factors that affect cross-cultural adjustment. The main purpose of this study is to utilize Lee’s (2002) model to investigate the relationship among demographic factors, job satisfaction, family support, learning orientation, organization socialization as well as cross-cultural training and cross-cultural adjustment of Taiwanese expatriates assigned to Mainland China. The empirical outcomes relevant to Taiwanese expatriates located in Mainland China were compared with those outcomes relevant to Taiwanese expatriates located in the United States. In examining the experiences of Taiwanese expatriates assigned to Mainland China, the instrument used was a questionnaire survey attached to this study. The variables were measured using Likert-type questions, and those items are divided into seven categories. Data was collected from 353 participants who had experienced postings to Mainland China for international assignments. Descriptive statistics, ANOVA, T-test, multiple regression and correlation were employed to analyze this data. The statistical results of this study were compared with Lee’s (2002) research into Taiwanese banking expatriates in United States. Participants in the present study ranked the importance of factors significant to their adjustment to Mainland China as follows: job satisfaction, family support, cross-cultural training, organization socialization and learning orientation during their overseas assignment. On the other hand, Lee’s (2002) research demonstrated the following ranking of factors in importance to adjustment: job satisfaction, organization socialization, learning orientation, family support and cross-cultural training. Both studies revealed that job satisfaction was the strongest factor influencing on cross-cultural adjustment. This thesis concludes with suggestions for both international enterprises or MNCs and individual expatriates who undertake overseas postings in the normal course of business.

Corporate governance reforms are increasingly common in public sector organisations. Despite the scope of recent and ongoing public sector change, the processes used to adopt and operate public sector corporate governance reform are not clearly documented. In some cases there is evidence of reform failure. This study sought to identify and describe the variables associated with corporate governance change in Australian state government departments, particularly the factors that impact on the adoption and operation of reform. Concepts associated with scientific management (rational/technocratic influences) and organisational culture (political/cultural influences), and their impact on change, were combined to produce a framework that was tested in two phases. Phase one focused on the collection of qualitative data relating to corporate governance reform in the Victorian Department of Human Services. The second phase involved the collection of quantitative data from chief executives and senior executives in all Australian state government departments. The qualitative data collected in phase one was used to validate the conceptual framework which was then further tested using quantitative methods during phase two. Phase one and two findings were consistent with the conceptual model. In particular, a factor analysis of phase two results identified the adoption of change being influenced by leadership capability; external improvement drivers; internal improvement drivers; organisational politics; the capacity of an organisation to interpret knowledge; and changes in an organisation’s operating environment. The operation of reform was influenced by continuity of leadership; actions taken to embed change and build supportive attitudes to change; management of organisational politics; and the capacity of an organisation to understand change. The immediate implication of this research is the definition of a new model to manage corporate governance change. The rational/scientific and political/cultural factors identified by this project provide an integrated approach that can be drawn upon by change actors. It acknowledges the significance of the rational/scientific and political/cultural factors that come into play during corporate governance reform. This study has filled a gap relating to how public sector organisations go about making corporate governance changes and provides customised and practical recommendations for future corporate governance reforms in Australian state government departments. These include giving priority to corporate governance reform training (the research found that only around one in two senior officers had been trained in corporate governance reform) and further strengthening organisational leadership (leadership was identified as a critical factor at both the adoption and operation stages of corporate governance reform). This research provides new insight into understanding corporate governance change in an Australian public sector context and provides a model to more effectively manage future reform.