
Peter VerhezenUniversity of Antwerp | UA · department of management
Peter Verhezen
PhD and MBA
About
15
Publications
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Introduction
my research focuses on global corporate governance practices - including firms reporting on ESG.
In addition, some of my more practical work is related to data analytics, data governance & cyber-security, networking and the
"good, bad and ugly" of artificial intelligence.
How to executives make smart and wise decisions? The relevance of managing paradoxes.
Publications
Publications (15)
Should we expect Artificial intelligence to become as smart and intelligent as humans in the near future? Why general purpose artificial intelligence will not get materialized in the next decade? What are the pitfalls of making machines "intelligent"?
Does corporate governance matter when doing business in Indonesia? You bet it does, but not necessarily the way one would expect.
What can and should we really expect from boards, be it in state-owned enterprises or privately held companies in ASEAN and more specifically in Indonesia? In its most generic expectations and definition, it is widely agreed among practitioners and scholars that boards in ASEAN and elsewhere are legally assumed to govern and lead organizations towa...
Corporate Governance can only thrive in an environment where the rule of law prevails over personal power and relationships. Although one may argue that relationship-based governance plays an important role in an environment where law enforcement is weak, over time with the increase of participants in the industry and with the globalization of the...
Many scholars and practitioners have anointed the 21st century as the “Asian Century”. It is now obvious that an economic shift from the West to the East is underway, having both major economic and socio-political implications China and India are often featured as drivers of this Asian economic renaissance. China and India are the two remaining BRI...
It takes years for an organization to build a good reputation. Yet a crisis that diminishes the trust that has been established between that organization and its various stakeholders, can not only quickly cripple or destroy all that reputational hard work, but also deliver significant and persistent financial damage in a matter of seconds.KeywordsC...
The Vulnerability of Corporate Reputation explores the role that reputation plays in the success and failures of companies.This book focuses on the traditional topic of reputation risk management, the process of reputation, reputational excellence and examines leaders whose reputation and foresight could benefit the organization they steer.
Governance is more than compliance; it refects a culture or attitude that embraces consistency, responsibility, accountability, fairness, transparency and respect for shareholders’ rights and stakeholders’ concerns. Governance and reputation management are correlated. The more a board is able to fulfill its fiduciary duties of loyalties and care, t...
Managing corporate reputation requires boards and top management to assume different perspectives, and to focus on a number of objectives that are well beyond mere profit maximization. Internal drivers of values, beliefs, purpose and organizational culture are an effective counterforce to behavior that only seeks short-term profitability at all cos...
Reputation is one of the most undervalued but nonetheless crucial organizational assets. A good corporate reputation can lead to numerous benefits such as lower costs, competitive barriers that enable firms to charge a premium price, to obtain improved credit rating, to attract better employees and to retain more loyal customers, all translating in...
Bad corporate behavior potentially blackens the corporate reputation of the firm, undermining the relationships and trust on which an organization is established. Trust is the glue that holds any group or organization together. Pursuing opportunistic profit maximization at any cost seems to be counterproductive if considered over a longer time peri...
Repeated encounters as in direct reciprocity between the same individuals engender trustworthy behavior. However, under indirect reciprocity where people do not necessarily often meet each other, relationships and exchanges are built on the reputation of those participants. In others words, thanks to the power of reputation, we are willing to be in...
The digitization of our world has changed the way we do business. The digitization has drastically decreased the overall transaction costs between different parties, be it an opportunity for some or a threat for others. Some companies like Apple, Amazon, Airbnb have embedded this digitization into their core business model. But other more tradition...
When doing business in Asia, one cannot escape the feeling that ethical norms and values are not "valued" that highly nor exist there obvious incentives to behave ethically in the fierce competitive Asian emerging markets. One could even question the ethical sensitivity to ethical values as they are often violated. Moreover, corruption is prevalent...