@article {Lamm86, author = {Robert B. Lamm}, title = {The Emergence of the Corporate Governance Officer}, volume = {2003}, number = {2}, pages = {86--89}, year = {2003}, publisher = {Institutional Investor Journals Umbrella}, abstract = {As a result of recent corporate scandals and related reforms, a growing number of companies now have corporate governance officers. While the CGO may fit into a number of places in the corporate organization chart, the optimum position is likely to be that of corporate secretary, or at least in the corporate secretary{\textquoteright}s department. More important than the CGO{\textquoteright}s formal reporting structure is the {\textquotedblleft}tone at the top{\textquotedblright} stemming from board and management support for good governance and the CGO{\textquoteright}s role in implementing it. The CGO{\textquoteright}s principal responsibilities can be broken down into three areas: (1) developing and assisting in the implementation of governance policies, systems, and practices; (2) engaging in internal and external communications regarding governance; and (3) implementing continuous improvement in governance.}, URL = {https://guides.pm-research.com/content/2003/2/86}, eprint = {https://guides.pm-research.com/content/2003/2/86.full.pdf}, journal = {Special Issues} }