2005 Institutional Investment Report: U.S. and International Trends
September 2005 | Research Report
This report covers the most relevant aspects of domestic and international institutional investment trends.
2007 Institutional Investment Report
February 2007 | Research Report
Despite market declines between 2000 and 2002, by 2005 institutional investors had regained much of their lost ground, both in total assets and in equity ownership control in U.S. markets.
2009 Institutional Investment Report
October 2009 | Research Report
The Institutional Investment report, which is released annually in the fall, is the most comprehensive analysis of the asset growth and portfolio composition of institutional investors operating in the United States.
2010 Institutional Investment Report:
Trends in Asset Allocation and Portfolio Composition
November 2010 | Research Report
The annual Institutional Investment report provides a comprehensive analysis of the asset growth and portfolio composition of institutional investors operating in the United States.
2011 Corporate Contributions Report
November 2011 | Research Report
This report is based on the 2011 edition of The Conference Board Corporate Contributions Survey, which gathered data on charitable contributions made by U.S.-based companies in FY2010.
Beyond Costs: Financial and Operational Risks
June 2005 | Research Report
This report explores a number of important factors that must be taken into account when initiating offshoring, ranging from a consideration of unexpected setup costs to how to decide on a location.
CFO 2000: The CFO as Global Business Partner
June 1997 | Research Report
According to a survey, 75 percent of CFOs believe they should lead
shareholder-value initiatives. CFOs also expect to spend more time with their
CEO and business executives on strategic activities.
China CEO Council Session Report -- Facing Change: Sustaining and driving growth during uncertain times in China
August 2014 | China Center Publications
A summary of discussion points, learnings, business issues, poll results, and member insights from the June 12, 2014, China CEO Council, hosted by The Conference Board in Beijing.
China Center Chart of the Week: China’s credit-to-GDP gap in the “danger zone”
August 2013 | China Center Publications
International experience shows that once the credit-to-GDP gap crosses a certain threshold, the likelihood of a financial crisis occurring within three years rises dramatically.
China Center Chart of the Week: Formal bank loans - no longer the stalwart of Chinese finance
March 2013 | China Center Publications
This chart shows newly issued net Total Social Finance in China on a quarterly basis, broken down into its constituent parts. The share of non-bank finance has grown markedly.
China Center LEI Commentary: Real economic activity remains weak – credit alone drives the LEI in June
August 2012 | China Center Publications
Interpretive Comments on The Conference Board Leading Economic Index® (LEI) and The Conference Board Coincident Economic Index® (CEI) for China, July 2012 (June 2012 data)
Citizenship and Sustainability: Doing Good Can Be Good for Business
January 2007 | Executive Action Report
Small and mid-size companies are finding that expanding corporate citizenship and sustainability programs is a smart business decision that can enhance public image and do good even with limited resources.
Corporate Governance and Cross-Border Mergers
June 2000 | Research Report
Driven by pressure to compete globally, companies are increasingly making cross-border rather than domestic M&A deals. Senior executives discuss how they handle corporate governance before, during, and after such mergers.
Developing an Effective Climate Change Strategy
February 2014 | Director Notes
Climate change mitigation and adaptation strategies are becoming increasingly important. This report details eight steps for developing such strategies and provides examples of companies that have done so.
Education and Corporate Philanthropy: Focus Funding for Maximum Impact
August 2012 | Council Perspectives
Developing a lens through which to evaluate each potential corporate philanthropy program is critical to success and maximizing impact.
Euro Area: Looking Through the Turbulence in Financial Markets
June 2010 | Executive Action Report
Despite the overwhelming sense of crisis in the Euro Area, recovery from the global recession is still underway.
Financial Reporting Challenges for 2012
February 2012 | Director Notes
This report examines key messages and disclosure guidance issued by the Securities and Exchange Commission and Public Company Accounting Oversight Board to assist public company executives and directors in preparing and reviewing 2012 periodic reports.
Financial Services Offshoring: Moving Toward Fewer Captives and Global Cost Competitiveness
March 2010 | Executive Action Report
Financial services companies show greater interest than other sectors in contracting with large international providers and becoming more cost competitive by moving operations to lower labor cost locations
Fostering Retirement and Financial Security in an Era of Individual Responsibility
May 2012 | Executive Action Report
Individuals must assume more responsibility for the adequate funding of their retirement years. Enlightened companies are providing their employees with tools to help.
Gaining Momentum in Mainstream Investing . . . or Not?
October 2005 | Executive Action Report
The potential for ESG integration is at a critical point. Has the importance of ESG factors in mainstream investment analysis been set?
Giving in Numbers: 2012 Edition
June 2012 | Research Report
How and how much do Fortune 500 companies donate? This report analyzes 2011 trends among 214 companies, including 62 of the top 100.
Giving in Numbers: 2013 Edition
September 2013 | Research Report
Fifty-nine percent of companies recommitted to their communities by giving more to charity in 2012 than they did before the recession took hold in late 2007.
How Much Does Your Company Really Invest in Innovation?
October 2013 | Executive Action Report
Innovation is more than R&D. It includes the full range of activities needed to implement or commercialize new ideas. But how are those activities measured for bottom-line impact?
Implementing a Post-Merger Integration
January 2000 | Research Report
Executives and business experts discuss some of the global trends in M&A and share their experiences in developing a strategic context for M&A integration, creating a corporate culture, and measuring integration success.
Institutional Investment Report - March 2003
February 2003 | Research Report
Financial assets and equity holdings—patterns of institutional investment and control.
Institutional Investment Report - May 2002
May 2002 | Research Report
Equity ownership and investment strategies of U.S. and international institutional investors.
Investments in Intellectual Property: New Footprints in Macroeconomic Data
December 2013 | Executive Action Report
New macroeconomic data show U.S. investment in intellectual property products totaled $812 billion, or 5 percent of GDP, in 2012.
Impact of Mergers and Acquisitions on Corporate Citizenship
June 2000 | Research Report
Americans hold companies completely or partially responsible for operating profitably, paying their fair share of taxes, providing long-term jobs, and helping community projects. Yet M&A can put such actions in jeopardy.
Managing Culture in Mergers and Acquisitions
November 2001 | Research Report
This study of cultural issues is designed to provide executives with a range of ideas and practices to improve the management of mergers and acquisitions and to contribute to the overall success of post-merger integration.
Performance Measurement During Merger and Acquisition Integration
July 2000 | Research Report
Most M&A transactions fail to live up to expectations, but companies that prioritize integration planning and target setting prior to closing are more likely to succeed than those that don’t.
Post-Merger Integration: A Human Resources Perspective
September 2000 | Research Report
Employees in both acquiring and acquired companies are the least visible constituency in the merger process, raising questions about assertions by top management that people are their most important assets.
Post-Merger Organization Handbook
June 1999 | Research Report
Your company's just been merged. Now how do you blend your staffs, operations, and resources to make it work? The answers are here.
Public Trust in Financial Markets Makes Modest Comeback
July 2003 | Executive Action Report
Despite a slew of recent corporate scandals, a survey reveals that consumer trust of corporate managers, markets, and earnings reports steadily increased from September 2002 through May of 2003.
Recession Lessons for Mid-Market CFOs: Successfully Obtaining Loans in the New World of Credit
September 2009 | Executive Action Report
Even though signs of an economic recovery are emerging, recession challenges and a shutdown of easy credit have changed the lending world for CFOs of small- and mid-sized firms
Role of CFOs in Material Accounting Manipulations
May 2011 | Director Notes
This report investigates the factors that may lead a CFO to engage in accounting manipulations.
Scenario Planning: Opportunities for Mid-Market Firms
September 2013 | Executive Action Report
Forecasting works well in the short term, but it assumes today’s trends will be tomorrow’s. In the medium term, scenario planning helps companies prepare for the uncertainties of the future.
Using the Leading Credit IndexTM to Predict Turning Points in the U.S. Business Cycle
December 2011 | Economics Program Working Paper Series
by Gad Levanon, Jean-Claude Manini, Ataman Ozyildirim, Brian Schaitkin, and Jennelyn Tanchua
December 2011 - EPWP #11 – 05
When the Debt Incurred in a Cash Merger Causes the Target to Fail: Protecting Target Directors
September 2012 | Director Notes
This report describes the potential liability directors may face if they approve a cash merger financed in substantial part through borrowing and the target company fails. It also offers steps directors can consider to help mitigate that risk.