In the following chapter, we concentrate our attention to specific banking crisis events to pass from the theory to the practice and identify concrete governance failure cases. Grant Kirkpatrick of OECD (Economic Co-operation and Development) (2009) analyzed, in his corporate governance lessons from the financial crisis, the relationship between weak corporate governance and failures on several banking crises highlighting the strong correlation. He underlined that the 2006–2008 financial meltdown was characterized by severe shortcomings in internal governance, in risk management, and in the role of the board in overseeing risk management. These failures ranged from the following:
Why Corporate Governance Matters: Spectacular Defaults
Buchetti B.;
2022
Abstract
In the following chapter, we concentrate our attention to specific banking crisis events to pass from the theory to the practice and identify concrete governance failure cases. Grant Kirkpatrick of OECD (Economic Co-operation and Development) (2009) analyzed, in his corporate governance lessons from the financial crisis, the relationship between weak corporate governance and failures on several banking crises highlighting the strong correlation. He underlined that the 2006–2008 financial meltdown was characterized by severe shortcomings in internal governance, in risk management, and in the role of the board in overseeing risk management. These failures ranged from the following:
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