Search results

Emerging collaborative arrangements between public and private institutions provide the potential for novel ways of enhancing the provision of public goods. This paper aims to explore the question whether formal mechanics rooted in complex institutional alliances are today's prototype of tomorrow's mainstream approaches to governance, or such mechanics are transitory stages or symptoms of governance challenges that will eventually be resolved through more traditional means.

The paper focus on the role of business in these governance micro‐climates, although the analysis carries implications for public institutions and civil society organizations, and the final sections extend the country case analysis to related public policy strategies.

Collaborative governance could be the common currency of decision making in the future and is preferable if it provides a means to overcome existing institutional constraints to effectively addressing social and environmental challenges.

The paper brings together the phenomena of collaborative governance and corporate responsibility.

This paper aims to explore new forms of control that can address the legitimacy problems of globally‐integrated enterprises.

In a conceptual analysis the characteristics of the globally‐integrated enterprise are used to put forward apt strategies of control. These proposals are examined and illustrated in a case study of the strategies in use in the athletic footwear industry.

This paper argues that command‐and‐control strategies will be ineffective for globally‐integrated enterprises. In order to behave like a global corporate citizen companies need to stress controls based on belief systems and interactive systems. Certain features of this shift in control are visible within the athletic footwear industry although many strategies in use are still based on thinking like a multinational.

This paper is explorative in nature. More empirical research is needed to test the proposals this paper puts forward.

The results of this paper can be used as a framework to develop control strategies for companies working from a transnational perspective.

The functioning of globally‐integrated enterprises creates both tremendous economic possibilities as well as new problems of legitimacy. This paper is one of the first systematic attempts to provide a framework for dealing with these legitimacy problems and also serves as an illustration of this framework in the athletic footwear sector.

Bizkaia, an area of just over one million inhabitants, is the setting, through the xertatu project, of an experience for fostering corporate social responsibility (CSR). This document seeks to analyze the xertatu project as a local response to a new form of governance, identifying the lessons learned in its development.

This paper focuses its analysis on a clear understanding of the need to combine not only the activities of the various organizations operating in this field in Bizkaia, but also the intentions of the agents involved, in order to shed light on the shared responsibility business has with society at large in this region.

The aggregation of agents, interests and capabilities, together with a methodology of research – collective action, is suitable for fostering social responsibility in companies.

The analysis of CSR as a new understanding of the role of business in collaborative governance, that is, as an active agent of an enabling governing style that furthermore assumes its joint responsibility with all the other agents for social cohesion and development, usually tends to lack a local and regional perspective and, therefore, the schemes that favor its implementation, whereby it could become a testing ground and benchmark for other regions.

This paper aims to explore how the model of an enterprise has dramatically changed as a result of globalisation and its subsequent impact on governance.

The paper starts off by explaining how enterprises transformed from the international corporation model of the nineteenth century, to the multinational corporation model of the twentieth century, to the globally integrated model of the twenty‐first century. It argues that, although the multinational model helped to build strong relationships with national governments and country‐based NGOs, the model has become redundant and uncompetitive in the globalization era. It shares how moving to the new globally integrated enterprise model is inevitable and raises governance implications at the international, national and local level across many dimensions such as culture, skills and ethics. In fact, the new globally integrated enterprise calls for a redefinition of relationships between an enterprise and its stakeholders and with greater collaboration taking place, the role of trust will become an essential foundation for all issues of governance.

The need for global governance to operate beyond national boundaries is being driven by the combination of a growing global interdependence driven by economics and the rise of transnational challenges such as climate change and poverty.

The paper is based on IBM's current business model, strategy and corporate citizenship activities and provides an insight into how IBM is evolving its business model in response to globalization.

Firms and their executives need to recognize the political complexity of accountability demands, so that they are prepared by training to recognize the signs of change, analyze the strength of the forces behind various and often competing demands, and devise a response that is not only responsive to valid and strongly supported demands, but consistent with their organization's mission and ethic of responsibility toward broader publics and the public‐spirited values that we should all share. This paper aims to investigate these issues

The paper identifies seven types of accountability mechanisms and considers their applicability to multinational corporations.

The paper finds that, to be able to respond quickly and effectively, firms need to be linked institutionally with advocacy groups as well as other firms, so that they get information about demands in a timely fashion and are able to communicate with the relevant actors to devise responses.

The paper gives an overview about different types of accountability in global governance and discusses how firms could face the challenges of complex accountability demands.

This paper aims to identify the factors that have allowed some counties to avoid the so‐called “resource curse”; to determine practical steps that can be taken by companies, governments, local communities and aid agencies in collaboration to enhance mining's contribution to poverty reduction.

Research was conducted collaboratively with the UNCTAD and the World Bank Group, overseen by an independent advisory group, and tested through two multi‐stakeholder workshops. Industry involvement in the initiative took place through an ICMM working group comprising around 20 companies and chambers of mines.

Success depended on three factors: reformed mineral legislation, improved macroeconomic management and some improvements in governance.

Although the robust nature of the processes employed can be demonstrated, the explicit aim of identifying factors that allow certain “successful” countries to avoid the resource curse has inherent limitations.

Companies, governments, donors and other actors need to work together to help strengthen capacity in mining countries and regions, particularly at the sub‐national level.

Mining and metals companies have been at the forefront of some of the most innovative multi‐stakeholder processes of any industry sector. The paper outlines the causes, such as its poor reputation among stakeholder groups, and explores how the industry has sought to become more accountable to its stakeholders by demonstrably improving its sustainable development performance.

This paper explores the paradigm of international development that has persisted for the past five decades, and asks whether a fresh approach is needed – one that builds on the developmental potential of the corporate sector, not just on donor aid.

This article explores both how corporations contribute to development and also the challenges in incorporating them into the wider processes of international development. This is achieved through the examination of two key sets of literature. The first is that regarding the effectiveness of the existing approach to international development. The second, smaller but growing, explores the impact that the corporate sector has had on raising countries out of poverty.

This paper finds that despite the cost and effort, most developing countries remain just that – developing. Where countries have developed, there is strong evidence to suggest that this has been the result, not of international aid, but of a thriving corporate sector. Yet companies remain outside the prevailing development paradigm, and their contribution to lifting countries out of poverty remains poorly understood. This paper makes a number of recommendations in relation to further research that is needed, and also policy approaches that need to be explored.

It is apparent from this paper that more and detailed scholarly work is needed to improve further our understanding of how companies contribute to development.

For policy makers this paper demonstrates an urgent need to develop better and more thorough‐going processes to engage with the corporate sector.

The role that companies play in international development remains under‐explored. This paper is therefore a novel contribution to this debate, and one that has significant implications for both the academic and policy communities.