Using the recent events at AIG as a case‐study, the paper tests the efficacy of the framework of contemporary corporate governance – namely, the monitoring role assigned to the boards of public corporations and an emphasis on director independence. The article refers to statutory filings,...

New Zealand has the reputation as a pioneering nation in policy reform- it was the first to introduce a comprehensive no fault based system for accident compensation, it had an early form of the welfare state, it embraced the economic reforms of the 1980s, and it was the first country to allow...

The risk of company directors in New Zealand being found liable for corporate fault has expanded in recent years. An increasing number of statutory provisions provide for liability for directors. When the Companies Act 1993 was introduced, it was accompanied by howls of outrage from those who...

In this case study we address the issue of CEO succession drawing directly on the experience of the board of directors of Air New Zealand. Despite extensive literature on CEO-board relations, there has been a scarce number of studies on managing the processes of CEO succession and appointment...

The conventional shareholder-centric view of company law holds that directors manage the company for the benefit of shareholders of the company, and the shareholders have ultimate and residual control over the company. This article re-examines the source of the management powers of the board,...