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This chapter aims to investigate the driving forces in the creation of knowledge and in the process of innovation and the relevance of the governance model with respect to the free market model or the government model in the regulation of the knowledge and innovation networks.

According to a cognitive approach, a conflict is the result of a closer spatial distance between two actors or firms, leading to a contact stimulus and a reciprocal stimulus, which is perceived as a threat for the respective security or identity. This occurs when the two considered parties are characterised by a too large cognitive distance or a too different mindset or culture, which hinders collaboration.

This chapter highlights that the fragmentation of a modern knowledge economy and the pervasive conflicts between various interest groups, conflicts of interests in the roles of the same actors, bottlenecks, rents and income and power disparity in society require a new form of regulation, that is, multi-level governance and new instruments in innovation policies.

The governance or partnership model is based on the principles of negotiation, exchange and consensus, which are different from the principle of authority as in the planning model and from the principle of competition and survival of the fittest as in the free market model. Governance is an approach to the industrial policy that is more suitable to steer or manage a modern capitalist system and the knowledge and innovation networks that characterise this system.

The aim of the present study is to identify the prevalent model of social enterprise governance in South Korea by empirically testing five conceptual models. Theoretical and empirical research on the governance of social enterprises have grown considerably in the past decade, centred primarily on the UK, Europe and the USA. Whilst some articles have discussed the role and growth of social enterprises in Asia, the empirical evidence remains scant, particularly in relation to empirical studies of social enterprise governance in South Korea.

Drawing upon established literature on social enterprise governance, we empirically tested five conceptual models on a sample of 69 South Korean social enterprises collected through an online survey to identify the prevalent model of governance. Such models were found unable to fully explain governance processes observed. Thus, the authors used an innovative statistical technique, latent class analysis, which identifies clusters of associations between key governance variables.

This exercise revealed two opposite models, centralising and interdependent. The latter represent an interesting shift towards widening forms of participation in governance processes in South Korea.

The sample is small and only limited to some social enterprise types. More research needs to be done on larger samples including the growing South Korean co-operative sector.

To the authors’ knowledge, this is the first published data available on the governance of South Korean social enterprises and the analysis used to identify governance models (i.e. latent class analysis) is novel.

This paper makes the first attempt to provide a new analytical framework for research on the evolution of China's corporate governance models. The purpose of this paper is to investigate developmental corporate governance mechanisms in China the over past decades from a synthetic and dynamic analytical viewpoint.

This is a conceptual paper.

The evolution of corporate governance from an administrative to an economic model in China was not a smooth process and was confronted with various unavoidable institutional and ideological obstacles. Consequently, the transition of governance models has demonstrated the following four salient characteristics: gradualism, dualism, systematization and path dependency.

This paper makes the first attempt to provide a new analytical framework for research on the evolution of China's corporate governance models.

This review paper aims to compare the various dimensions in the finance literature pertaining to the Anglo-Saxon Model (Stockholder Model) prevalent in the USA and the UK with the German Model (Stakeholder Model) of corporate governance prevalent in Germany and continental Europe. The present study identifies different strands of research on the various dimensions of these models, along with aspects of governance in emerging economies and the phenomenon of the convergence of these governance mechanisms.

The literature review on corporate governance models has been carried out on the themes of internal and external governance mechanisms. The review considers agency theory along with principal–principal (PP) conflicts as the fundamental blocks explaining the need for governance structures.

The traditional models of governance, along with the incorporation of PP conflicts, will result in a hybrid model inculcating the best of both the traditional models. However, convergence in the true sense may not be possible owing to fundamental differences pertaining to cultural, economic, legal and socio-economic aspects of the firm.

This paper proposes a framework incorporating the interplay of managerial talent and controlling shareholders to understand the governance system that may be applicable for firms in emerging economies.

This article aims to explore the character of an emerging model of corporate social responsibility (CSR)‐oriented societal governance in an exchange theoretical perspective and to examine the distinctive characteristics of the relations between civil society, business and government in the new model and the drivers behind it.

By analyzing typical roles and role‐sets in political, commercial and regulatory exchange, the article pin‐points characteristics of the embedded relational governance/CSR model contrasted against liberal governance and the Keynesian welfare state. The analysis is stylized and conceptually based, in line with the Weberian ideal type concept and brings out stylized juxtapositions of the three governance models based on previous studies.

An emerging model of corporate social responsibility (CSR) or embedded relational governance seems to share the basic market orientation of the liberal model, yet, at the same time, sharing many of the social and collective goals of the welfare state. This combination is apparently achieved by embedding the social dimension into civil society and self‐regulatory market processes. Finally, the paper reflects on the drivers behind the new governance approach, in the context of a globalizing economy. The paper argues that NGO‐driven communicative intermediation interfacing with an increasing CSR and corporate governance focus in financial evaluation may serve to retain some of the social agenda from the welfare state, under the CSR‐ or embedded‐relational model, an agenda that seemed to be gradually losing out with the global competitive exposure of the welfare state.

The article presents a stylized analytical framework of CSR/embedded relational governance that lays a basis for further exploration and systematic testing through comparative empirical studies.

The paper brings out the interplay between political, regulatory and commercial processes and gives a broader understanding of the societal implications of CSR.

Original contributions of this paper: first, the analytical formulation of the societal governance implications of CSR; second, the exchange theoretical conceptualization of this mode of societal governance.

The purpose of this paper is to propose an approach for managing relevant factors and activities for implementing data governance in an organization. The process of assessing the establishment of data governance in an organization is intrinsically imprecise, due to the characteristics of new problem settings, particularly in relation to newly generated alternatives or vaguely defined qualitative assessment criteria.

To reject the inherent subjectiveness and imprecision involved in the evaluation process, the authors use the concept of fuzzy logic in this approach for developing the assessment model and analyzing the model for allocating the management efforts in the most efficient way to improve the data governance deployment level.

This paper identifies relevant factors and activities for implementing data governance in an organization and evaluates the state of data governance based on causal relationships between influential factors. In this study, factors are prioritized for effective allocation of limited management efforts in any improvement plan.

The interrelationships among factors are contextual and based on the perceptions of experts who may be biased as per their background and area of expertise. Meanwhile, lack of a data governance plan may cause failure during its implementation in an organization, as the worth of an organization's data will not be determined precisely. The paper has tremendous practical implications for organizations that intend to implement the data governance program and evaluate its state to design an improvement plan.

The paper proposes an approach for implementing data governance in an organization faced with limited resources for improvement.

In this study, we develop further understanding of how institutional change is created within a mature and local industry. In this pursuit, we examine how a collaborative large project governance model was institutionalized at an industrial sector-level through both industry-level activities and “institutional projects”.

This study builds on the foundations of institutional fields and institutional change, suggesting that projects are not only shaped by their contexts but also produce institutional change themselves. We conducted extensive fieldwork on the institutionalization of a collaborative project governance model in Finland.

The findings illustrate how institutional change in governance of large and complex inter-organizational projects is created at the institutional field level. The institutionalized collaborative project governance model includes aspects of both relational and contractual governance. The change was facilitated by temporal links between the institutional projects as well as vertical links between the institutional projects and the field-level development programs.

This is one of the first studies to address how a collaborative large project governance model becomes the norm at the institutional field level beyond the boundaries of an individual project or organization.

The purpose of this paper is to describe how the concepts of business models and project governance can enhance value creation in building projects.

Based on theory derived from management literature, the authors outline a framework combining a project’s business case and governance functions with the business model of the design team. This was tested in two major projects and evaluated in three expert workshops.

The research reveals that the business model of the design team focus on efficiency rather than on the client’s strategic objectives. This entails a need for project governance functions. The framework presented shows promising capability of aligning the project with client strategy. The authors believe there is significant value in transferring these ideas and knowledge across national boundaries.

The research identifies a gap between business objectives and outcome. The value creation approach in the client organisation diminishes into the way project governance is implemented in some projects. The conceptual framework provides the industry with a new tool for improving its knowledge and practice.

First governance model derived from strategy theory that combines strategy and governance in one holistic model.

While there has been some convergence in corporate governance codes and securities regulations across the European Union (EU), the remaining areas of divergence are the most contentious as they reflect differences in fundamental societal norms and values. I propose that using the multinational corporation as the referent unit of analysis yields a means for making a qualitative distinction between the two regimes. I suggest that at least for firms with EU‐wide scope, certain critical elements of the German model may be more appropriate, as the neoclassical justifications of the Anglo‐American model are less reliable in such a setting.

This paper wades through the extant corporate governance literature and identifies the existence of four different governance models in practice. Though market‐centric and relationship‐based models have been widely discussed in corporate governance literature, a dearth of two other governance models viz., transition and emerging governance models have not been extensively covered. This paper tries to identify the existence of the transition governance model and also a new governance model that is emerging in some developing countries. An attempt has been made to narrate the way all the four governance models function in different economies, and assumes that understanding the governance quadrilateral would be a pre‐requisite for understanding global corporate governance.