AUT - Coral Ingley

Associate professor Coral Ingley

Associate Professor: Management

Phone: +64 9 9219999 – ext : 5419

Email: coral.ingley@aut.ac.nz

Qualifications:

• Doctor of Philosophy in Corporate Governance

• Master of Philosophy (First Class Honours) in Marketing and International Business

• BA in Art History and Management

• Diploma of Business in Marketing Management

Biography:

Coral completed her PhD in 2004, focusing on the strategic leadership role of the board in influencing corporate direction and organisational performance. Her research continues to develop the area of board effectiveness, expanding her enquiry to include the contexts of small and medium enterprises and not-for-profit organisations, as well as the orientation of boards toward stakeholders. Unifying themes in her work incorporate concepts of agency power, accountability, corporate citizenship and community engagement. From this perspective, corporate governance includes non-financial indicators of corporate social responsibility, ethical conduct, sustainability issues, corporate democracy and civil society, as well as those relating to compliance, risk management, financial return and economic value creation.

Coral has authored and co-authored a series of published papers in these areas of governance and is involved with an international network of academic colleagues who are developing cross-country comparative studies of various aspects of corporate governance.

Coral has authored over 50 academic papers, of which more than 20 have been published in refereed journals, covering a range of topics in management, marketing, international business and corporate governance. The majority of these papers have been selected from refereed proceedings as best papers and published by invitation from the editors. She has also received international recognition through two awards for her doctoral research. Coral is a regular reviewer for Corporate Governance: An International Review, having served on the review panel since 2003.

Coral supervises doctoral students at Massey University and AUT. High quality research that gains national and international recognition through both application and publication is an important emphasis in her supervision. She has held career positions in marketing management in multinational companies and lectureships in marketing at Unitec and in management, strategy, international business and corporate governance at Massey University.

Teaching Areas:

Expertise in Degree and Postgraduate Teaching

• Corporate governance
• Strategic management
• International business
• Marketing management

Research areas:

• Corporate Governance and Board Effectiveness
• The Strategic Leadership Role of Boards of Directors
• Corporate Governance in Small and Medium Sized Enterprises
• Corporate Governance and Sustainability
• Exporting and International Business

Research Summary:

Interests in Research Supervision

• Corporate social responsibility and community well-being
• Role of governing boards in SMEs
• Corporate board performance
• Power coalitions in corporate top teams
• Diversity and leadership in entrepreneurial enterprises
• Governance in the not-for-profit sector
• Governance and local community engagement

Current Research Projects:

• New Zealand corporate boards and external engagement
• Effective governance for SMEs and family businesses
• Leadership values in New Zealand firms – a cross-cultural international comparison
• Directions – understanding governance

Publications:

Selected Publications

1. Ingley, C., & van der Walt, N. (2008). "Risk Management and Board Effectiveness", International Studies of Management and Organization, Corporate Governance, 38(3), Fall, 43-72. 
2. Ingley, C.B. (2008). "Company Growth and Board Attitudes to Corporate Social Responsibility", International Journal of Business Governance and Ethics, 4(3), 17-39.
3. Ingley, C., & McCaffrey, K. (2007). "Effective Governance for Start-Up Companies: Regarding the Board as a Strategic Resource", International Journal of Business Governance and Ethics, 3(3), 308-329.
4. Ingley, C., Wu, M. (2007). "The Board and Strategic Change: A Learning Organisation Perspective”, International Review of Business Research Papers, 1(1) March, pp. 122-143.
5. Van der Walt, N., Ingley, C., Shergill, G.S., & Townsend, A. (2006). "Board Configuration: Are Diverse Boards Better Boards?", Corporate Governance: The Journal of Business in Society, 6(2), p 129-147.
6. Ingley, C., & van der Walt, N. (2005). "Do Board Processes Influence Director and Board Performance?" Statutory and Performance Implications. Corporate Governance: An International Review, 13(5), p 632-653.
7. Ingley, C.B., & van der Walt, N.T, (2004). "Corporate Governance, Institutional Investors and Conflicts of Interest". Corporate Governance: An International Review, 12(4), p 534-551.
8. Ingley, C.B., & van der Walt, N.T. (2003). "Board Configuration: Building Better Boards", Corporate Governance: The International Journal of Effective Board Performance, 3(4), p 5-17.
9. Ingley, Coral (2003). "Le concept de cluster: les réseaux coopératifs et la réplicabilité. L’actualité des services aux enterprises: clusters et réseaux d’enterprises", Ministry of Foreign Affairs, France, No. 4, February, 14-17.
10. Van der Walt N., & Ingley C. (2003). "Board Dynamics and the Influence of Professional Background, Gender and Ethnic Diversity of Directors". Corporate Governance: An International Review, 11(3), p 218-234.
11. Tourania-Rad, A and Ingley, C. (2011) Handbook on Emerging Issues in Corporate Governance. World Scientific Publishing, Pte Ltd, Singapore.
12. Tourani-Rad, A. and Ingley, C. (2011).  Emerging topics in corporate governance.  Chapter 1, 1-7. In Handbook on Emerging Issues in Corporate Governance. World Scientific Pte Ltd, Singapore.
13. Ingley, C., and Karoui, L. (2011). Corporate governance and the smaller firm. Chapter 8, 129-154. In Handbook on Emerging Issues in Corporate Governance. World Scientific Pte Ltd, Singapore.
14. Ingley, C. (2011).  Sustainability reporting and the importance of stakeholder engagement.  Chapter 11, 181-196. In Handbook on Emerging Issues in Corporate Governance. World Scientific Pte Ltd, Singapore.
15. Ingley, C., Mueller, J., & Cocks, G. (2010). The financial crisis, investor activists and corporate strategy: will this mean shareholders in the boardroom?  Journal of Management and Governance, February, DOI 10.1007/s10997-010-9130-9.