Antecedents and consequences of failed governance: the Enron example

• Published in: Corporate governance (Bradford) Vol. 5; no. 5; pp. 84 - 98
• Main Authors: Downes, Meredith, Russ, Gail S.
• Format: Journal Article
• Language: English
• Published: Bradford Emerald Group Publishing Limited 01.01.2005
• Subjects: Appointments & personnel changes; Bankruptcy; Boards of directors; Business ethics; Business failures; Cash flow; Chief executive officers; Conflict management; Corporate governance; Corporate presidents; Energy industry; Ethics; International business; Investments; Scandals; Studies; United States > US; Corporate governance; Conflict management; Board of directors; Business ethics
• ISSN: 1472-0701; 1758-6054
• DOI: 10.1108/14720700510630077

Purpose - The purpose of this paper is to examine the demise of Enron, one of the most curious aspects of which was that on the surface it appeared to be thriving, giving no one any cause to question the company's governance structures.Design methodology approach - The paper provides a detailed analysis of the composition of Enron's board of directors, demonstrating how directly observable traits are not the sole determinants of effective corporate governance.Findings - The paper finds that collectively, the board's qualifications are less overt, and even more elusive are the ethics and morals that drive the governance process.Originality value - This case illustrates how ethics and morals are necessary, but that none is sufficient, to deter poor governance, and also underscores the far-reaching impact of Enron's moral deficiencies.