The cultural imperative

Abstract

Investigates the shareholder value approach as a corporate management central objective. Alludes to the similar cultural patterns in other, well‐established economies of the English‐speaking world such as: Canada, New Zealand and Australia. Identifies three different approaches to corporate governance: the monistic Anglo‐American approach — regarding firms as owners' private property; the dualistic approach of Germany and France — prioritizing shareholders' interests but in which employees' interests are taken into account; and the pluralistic approach — peculiar to Japan — which assumes the firm belongs to its stakeholders. Uses figures to emphasize main points of interest such as would be deemed important within the sphere of this article.

Citation

Kippenberger, T. (1996), "The cultural imperative", The Antidote, Vol. 1 No. 3, pp. 4-5. https://doi.org/10.1108/EUM0000000006403