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Prevailing patterns of dispersed share ownership and rules of corporate governance for UK listed companies appear to constrain the ability of managers to make credible…
Prevailing patterns of dispersed share ownership and rules of corporate governance for UK listed companies appear to constrain the ability of managers to make credible, long‐term commitments to employees of the kind needed to foster effective labour‐management partnerships. We present case study evidence which suggests that such partnerships can nevertheless emerge where product market conditions and the regulatory environment favour a stakeholder orientation. Proactive and mature partnerships may also be sustained where the board takes a strategic approach to mediating between the claims of different stakeholder groups, institutional investors are prepared to take a long‐term view of their holdings, and strong and independent trade unions are in a position to facilitate organisational change.
Following this introduction, this paper presents two conceptual and theoretical analyses – (i) CSR and its relation to profit and charity (ii) CSR as part of a service…
Following this introduction, this paper presents two conceptual and theoretical analyses – (i) CSR and its relation to profit and charity (ii) CSR as part of a service business model. The paper then illustrates these concepts using a comparative study of four service firms, with particular emphasis on their different CSR activities and how these affect the mission of each company. All four of the service companies are global actors with strong Service Brands (Edvardsson, Enquist and Hay, 2006) and a leading position in using CSR as a driving force for doing business: IKEA, Starbucks, H&M and the Body Shop. The paper then draws together the conceptual analysis and the case studies in a discussion of how CSR can be a proactive driver in the service business. Because of the limit space for a QMOD paper the focus is on the conceptual and theoretical analysis part and the empirical part and discussion/conclusion has to be further developed.
The purpose of this paper is to propose a new model of corporate governance that is holistic – incorporating internal and macro perspectives across legal, regulatory…
The purpose of this paper is to propose a new model of corporate governance that is holistic – incorporating internal and macro perspectives across legal, regulatory, sociological, ethical, human resource management, behavioural and corporate strategic frameworks. Researchers have signalled the need for “new theoretical perspectives and new models of governance” due to a dearth of research that is context‐driven, empirical, and encapsulating the full spectrum of reasons and actions contributing to corporate crises.
The approach consists of theory building by reviewing the literature and examining the gaps and limitations.
The proposed model is a distinctive contribution to theory and practice in three ways. First, it integrates the firm‐specific, micro factors with the country‐specific, macro factors to illustrate the holistic nature of corporate governance. Second, shareholders and stakeholders are shown to be only one component of the model. Third, it veers away from singular approaches, to dealing with corporate governance using a multi‐disciplinary perspective. The paper argues that such a holistic and integrated view is a necessity for understanding governance systems.
The challenge is to operationalize the model and test it empirically.
The model is instructive and of use for practitioners in attempting to understand, explain and develop governance models that are appropriate to their national and industry settings.
This paper argues that narrow‐based models are limited in their approach and in a sound and integrative review of the up‐to‐date literature contributes to theory‐building on corporate governance.