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Leadership and Governance Collective
Empowering organisations throughout Aotearoa with innovative, independent, and collaborative research for leadership and governance excellence.
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Chief executive perspectives on organisational priorities across all sectors:
Publicly listed
companies
B Corps
Government
departments
Private
companies
Māori
businesses
Crown
entities
Registered
charities
Venture capital
firms
Local
governments
Foreign
controlled
companies
Early-stage
companies
Private equity firms
Partners
About the 2024 Survey
How Culture Works
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“When properly aligned with personal values, drives, and needs, culture can unleash tremendous amounts of energy toward a shared purpose and foster an organization’s capacity to thrive … Whereas strategy is typically determined by the C-suite, culture can fluidly blend the intentions of top leaders with the knowledge and experiences of frontline employees”
Groysberg, B., Lee, J., Price, J., & Cheng, J. (2018). The Leader’s Guide to Corporate Culture. Harvard Business Review, 96(1), 44-52, p46.Tangible Culture Outcomes
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“Firms with cultures that emphasized all the key managerial constituencies (customers, stockholders, and employees) and leadership from managers at all levels outperformed firms that did not have those cultural traits ... Over an eleven-year period, these firms increased revenues by 682% versus 166%, expanded their workforces by 282% versus 36%, grew stock prices by 901% versus 74%, and improved net incomes by 756% versus 1%.”
Kotter, J. P., & Heskett, J. L. (2008). Corporate Culture and Performance. Simon and Schuster, p11.Value of Culture
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"Cultural fit in M&A deals is so important that 54% of executives would walk away from an acquisition target that is a poor
cultural fit, while another one-third ... would discount the offer price for the culturally misaligned target by 10–30%. In the M&A context, this indicates that the perceived valuation implications of culture can be large"
Graham, J. R., Grennan, J. A., Harvey, C. R., & Rajgopal, S. (2022). Corporate Culture: Evidence from the Field. Journal of Financial Economics, 146(2), 552-593, p564.
Leadership and Governance Collective and Massey University School of Economics and Finance Survey
Survey release date: October 2024
This research pipeline is an annual survey engaging organisations across Aotearoa through the Leadership and Governance Collective and aims to:
1) Generate global knowledge that practically benefits businesses, governance professionals, not-for-profits, local government, the public sector, regulators, policymakers and academics.
2) Establish strong connections between academia and Government, private, and not-for-profit sectors in Aotearoa.
Link to the Massey University website for more information