IESE Center for Corporate Governance

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 (IESE CCG) aims to address this need.

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  • 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.

Corporate Governance Insights

May 2019 Newsletter

Responsible investment: What does it mean for boards of directors?

April 2019 Newsletter

Corporate culture and values. How can the board of directors set the tone?


  • Nueno, Pedro, “The 2020 Board: The Future of Company Boards”, Madrid: LID Editorial, 2016
  • Gómez-Mejía, Luis R.; Berrone, Pascual; Franco-Santos, M., “Compensation and Organizational Performance: Theory, Research, and Practice”, Armonk, N.Y.: M.E. Sharpe, 2010
  • Navarro-Rubio, José María; Tàpies, Josep, “Génesis del consejo”, Madrid: LID Editorial, 2012
  • Canals, Jordi, “Building Respected Companies: Rethinking Business Leadership and the Purpose of the Firm”, Cambridge; New York [etc.]: Cambridge University Press, 2010
  • Tàpies, Josep; Ward, John L. (Eds.) “Family Values and Value Creation: The Fostering of Enduring Values Within Family-Owned Businesses”, Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2008
  • Sastre, Isaac; Tàpies, Josep; Canals, Jordi, “Ficosa International”, IESE, SM-1661, 2018
  • Canals, Jordi, “CELLNEX: A Growth Project”, SM-1662-E, 2018
  • Rosés, Maria; Chiner, Alfonso; Tàpies, Josep, “Roqueta Origen (A): Succession With Roots”, IESE, SM-1628-E, 02/2016
  • Rosés, Maria; Chiner, Alfonso; Tàpies, Josep, “Roqueta Origen (B): Succession With Roots”, IESE, SM-1629-E, 02/2016
  • Díaz Caicoya, Gonzalo; Tàpies, Josep, “SEIMA, S.A: Management and Governance of a Family Business”, IESE, SM-1623-E, 06/2015
  • Gow, Ian D.; Ormazabal, Gaizka, “Say on Pay at The Walt Disney Company.” Harvard Business School Case 113-052, January 2013
  • Neumann, Frederic A.; Tàpies, Josep, “Bertelsmann: The Ownership Question”, IESE, DG-1506-E, 01/2007
  • Neumann, Frederic A.; Tàpies, Josep, “Balancing Family and Business Needs at Merck KGaA”, IESE, DG-1505-E, 01/2007


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

Affiliated Faculty


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.