Why is the practice of corporate governance so different from best practice standards? Effective corporate governance "in practice" is fluid, context-specific and depends on practitioners’ skills, initiative and adaptation.

Commentators often complain that non-executives need more information. But recent research suggests that it is information asymmetry that actually makes non-executives effective.

Even non-binding shareholder votes on CEO pay improve firm performance and shareholder value.

Striking the right tone is important for company leadership but it needs action to make it work.

With boards facing increased regulatory and diversity pressures, the basics matter more than ever—and yet the board’s own performance, effectiveness, processes and habits receive scant reflection.

Why do boards and NEDs "keep getting got" by digital technology? It's time to wake up to the strategic opportunities it presents.

In the second part of their global INSEAD report on successful board chairs, Stanislav Shekshnia and Veronika Zagieva compare factors such as culture, shareholder and executive relationships, and meeting preparation.

A study by INSEAD of successful board chairs across countries shows how they engage, enable and encourage boards. Stanislav Shekshnia and Veronika Zagieva report on the results.

Private equity boards are often viewed as high-performing teams, but Kieran Moynihan, chairman of Board Excellence, explores whether PLC boardrooms could do just as well.

Average pay packet for FTSE100 CEOs falls in 2016 but there are calls to rethink the measures which set their remuneration.

A new report shows that while "tension" between board members is viewed as a healthy addition to discussion, "conflict" can be disruptive and best dealt with outside the boardroom.

Research finds boardroom gender diversity is improving, but has developed most in companies where leadership roles are also occupied by women.

It's undoubtedly a tough job, especially in this pay-sensitive climate. So why would anyone want to be remuneration chair?

The old ways of running a company won’t cut it in a digital world, argue Liri Andersson and Ludo Van der Heyden of INSEAD.

International experience and insight matter far more than what it says on your passport.

Only a third of financial services firms in the UK manage to increase applications from women, despite targeted recruitment campaigns.

Guoli Chen of INSEAD assesses top-level managerial contractual design from a long-term strategy perspective.

It's tough facing a new boardroom full of members set in their ways. But a little knowledge about psychology, physiology, character and chemistry can go a long way to making your presence felt.

Although shareholder engagement is improving, boards need to work on building and maintaining the good relationships required between companies and their investors.

Cybersecurity is at the top of boardroom agendas. Stephen Bonner of Deloitte asks whether boards need a member who is a dedicated cyber expert.