Center for Corporate Governance (CCG)

President: Jordi Canals

In recent years, corporate governance has become a top priority for companies, CEOs, boards of directors, investors and regulators. The widely divergent views of board members, regulators, and investors suggest a need for forums for dialogue as well as independent research grounded in rigorous methods. The IESE Center for Corporate Governance (CCG) aims to address this need.


  • Generate impactful ideas on corporate governance grounded in evidence-based research to advance the theory and practice of governance, and offer practitioners insights for their decision-making processes.
  • Create a learning context in which chairs of boards, CEOs, board members, investors and senior executives can reflect on and acquire new frameworks and ideas to improve their firms’ governance, ultimately contributing to the positive, long-term impact on both companies and society.

Research areas:

  • Boards of directors. This includes boards and the mission of the firm; determinants of board effectiveness and board dynamics (the interaction between directors, the CEO, and the Executive Committee).
  • Shareholders. The consequences of shareholder activism as well as ownership structure and long-term performance.
  • Regulation. Regulatory design and corporate governance.
  • Green finance.


Comments on the Draft Revisions to the G20 / OECD Principles of Corporate Governance

Comments on the Draft Revisions to the G20 / OECD Principles of Corporate Governance

The CCG participated in the public consultation process on the draft revisions to the G20/OECD Principles of Corporate Governance, to provide additional facts and observations that should be considered to improve the quality of effective governance.

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Boards of Directors in Disruptive Times: Improving Corporate Governance Effectiveness

Boards of Directors in Disruptive Times: Improving Corporate Governance Effectiveness

It’s time to do better, asserts IESE Professor Jordi Canals in his 2022 book, Boards of Directors in Disruptive Times: Improving Corporate Governance Effectiveness. Canals offers a detailed analysis explaining why the prevailing model of corporate boards is falling short in our current era of accelerated change and radical transformation.

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Corporate Governance, Corporate Culture and the Board’s Culture

Corporate Governance, Corporate Culture and the Board’s Culture

The 2022 IESE-ECGI Corporate Governance Conference that took place on October 3, 2022, discussed the role of corporate culture in corporate governance.

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IESE-ECGI Corporate Governance Conference Series

The IESE Center for Corporate Governance and the European Corporate Governance Institute (ECGI) bring senior academics and thought-leaders in business to discuss relevant corporate governance topics through conferences.

Corporate Governance Insights


The Influence of Culture in Corporate Governance


Evaluating Corporate Governance Effectiveness in a Rapidly Evolving Context

The importance of corporate governance

IESE professor Jordi Canals explains why corporate governance matters and how to create a good corporate governance system that prevents self-interest-seeking behavior by the top management of a company.

What are the seismic shifts affecting corporate governance?

Harvard Business School’s Krishna Palepu spoke at IESE on the impact of scandal on business in recent years, shifts towards compliance, the role of boards in determining strategy, and how to deal with the delicate issue of stakeholder activism.

Accountable managers, responsible companies. Lessons from the crisis: emerging shareholder activism

Responsible investment has become a $32 billion reality, integrating social, environmental and governance issues in portfolio decisions. Meanwhile, the say-on-pay movement, rather than driving managers out, has become a vote of confidence in the CEO. In the wake of the crisis, emerging shareholder activism comes with benefits to investors and the broader society.

Boards and shareholders redrawing their boundaries

Board-shareholder dynamics have been evolving since the financial crisis. In this interview, Harvard Business School professor Jay Lorsch discusses a business environment still struggling to regain societal trust and the potential influence of new shareholder empowerment on board decisions.


The Center collaborates with all IESE Executive Education Programs. The programs related to corporate governance currently available are:

Faculty Team


Journal Articles (refereed)

CANALS, J. (2022). Boards of directors and corporate strategy. Some reflections on Pankaj Ghemawat’s contributions. Strategy Science, 7 (2), 143-147. doi:10.1287/stsc.2022.0165. (Online first)

Working Papers

CANALS, J. (2021). Deciding the Firm's Future: The Role of the Board of Directors in Corporate Strategy (WP-1302-E). Barcelona: IESE.
CANALS, J. (2021). The Role of Corporate Purpose in Corporate Governance. A framework for boards of directors and senior managers (WP-1301-E). Barcelona: IESE.


CANALS, J. (2023). Boards of directors in disruptive times. Improving corporate governance effectiveness. Cambridge: Cambridge University Press.

Edited books

CANALS, J., HEUKAMP, F. (2020). The Future of management in an AI world. Redefining purpose and strategy in the fourth industrial revolution. London: Palgrave Macmillan.


SAKASAI, Y., ORMAZÁBAL, G., CANALS, J. (2022). 2022 IESE Survey on Boards of Directors: Corporate Purpose, Culture and Strategy. IESE.


MASCLANS, R., CANALS, J. (2021). PromoFarma 2018. IESE, SM-1692-E.
ROGER MASCLANS,, CANALS, J. (2021). Amadeus: Impulsando el crecimiento a largo plazo. IESE, SM-1691.
MASCLANS, R., CANALS, J. (2021). Ingka. Gobierno corporativo, propósito y transformación. IESE, SM-1698.
ROGER MASCLANS,, CANALS, J. (2021). Amadeus: Boosting Long-Term Growth. IESE, SM-1691-E.

Technical Notes

CANALS, J. (2021). The CEO: Mission, Tasks and Responsibilities. IESE, SMN-705-E.
CANALS, J. (2020). Boards of Directors in the COVID-19 Crisis: Some Reflections on Their Challenges and Responsibilities. IESE, SMN-703-E.