Sureyya Burcu Avci is a Research Scholar and H. Nejat Seyhun is Professor of Finance at University of Michigan Ross School of Business. This post is based on their recent paper.
General Counsels (GCs) are supposed to wear multiple hats and manage these hats efficiently. On the one hand, they are the top legal officer for the firm, working closely with the top management and formulating and executing the firm’s legal strategy. On the other hand, they are the corporate watchdog. Sarbanes Oxley (SOX) imposes a watchdog role for GCs since corporate attorneys must report any potential violation to the chief executive officer and if the response from these officers is inadequate, then to the board of directors to stop any potential wrongdoing. [1] The reasoning behind the SOX-imposed requirement is that GCs have a moral obligation to society at large to set the corporation in the right direction. More than any other executives in the corporation, GCs are well-versed in law and they are expected to understand violations of law and they are expected to use their legal expertise to advise, intervene and stop potential corporate wrongdoing. [2] Logically, these two hats are not only always compatible, and in fact, they may be in conflict with each other.
