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Executive stock option grants are intended to remove corporate governance problems by aligning the managers’ interests with those of the outside shareholders. Conventional schemes leave several problems in place. Exotic option structures can resolve these. In this paper, such structures are proposed and tested on the Dow Jones constituents over a 10-year period. These alternative schemes increase the financial rewards to the better performing managers, at no extra cost to the company whilst offering a resolution or mitigation of the identified agency problems No one scheme dominates the others and a portfolio of option types is indicated.

Internationalisation leads to a radical process of change through which an organisation modifies the focus of its operations, value system and cognitive framework so as to achieve a more internationally responsive structure (Whitehead, 1992). Earlier studies have investigated the internationalisation process considering the internal and external factors of the company and its market (Cavusgil et al., 2002; McGoldrick, 1998, 2002; McGoldrick & Davies, 1995; Treadgold & Davies, 1988). The internationalisation literature based on Uppsala studies about the internationalisation process of Swedish firms, (Johanson & Wiedersheim-Paul, 1975; Johanson & Vahlne, 1977) identified four different internationalisation stages called the “establishment chain”, which also applied to the retail context (Davies & Fergusson, 1995, p. 99). The results show that different stages demand different resource commitment from the company (Johanson & Vahlne, 1977). It is assumed that a company initially lacks knowledge of the local market. The level of local market knowledge affects the company's commitment decisions and its activities. The network approach (Johanson & Mattsson, 1988) could be applied to the study of vertical international relationships. It is, therefore, useful for the international sourcing activities of retailers (Dawson, 1994, p. 270) and provides a competitive advantage as well as flexibility, in which each of the organisations in the network is working towards a common objective (McGoldrick, 2002, p. 571). In the past 20 years, many researchers have paid more attention to network relationships, which have become the main marketing strategy. They agree that the study of network relationships between companies, suppliers and customers is more important than the marketing mix (Ghauri, 1999).

The distinction between discussing human capital (HC) and its actual measurement is the presence of indices and equations to substantiate the belief of measuring intangibles. The chapter makes a concise mention of research precedents, deriving leads for the foundation of HC. The chapter aims to provide clarity on the concept of HC measurement and bring to light the tools that can confer tangibility to intangibles. It argues that the measurement of HC is an achievable idea; furthering that a systematic review into the inter-disciplinary studies can offer viable solutions to the challenge of measuring intangibles. The chapter while discussing the contention makes a vivid mention of Bhutan’s gross national happiness (GNH), Happiness Seismograph, Cobb–Douglas model and others to make an impression on the minds of the reader.