bluuebunny/crossref_metadata_2025_split huggingface dataset:
Filling a position of corporate governance in France: a practical introduction
Authors: Snyder Laura 
Published: January 2010

PurposeThe purpose of this article is to provide a practical overview of the personal liabilities (criminal, civil and other) that a governor of a French company may incur, to consider the chances that a corporate governor will actually incur personal liability, and to explain the forms of protection available.Design/methodology/approachThis article is based on an analysis of French legal provisions and case law, as well as on both French and English‐language commentary. It is written from the perspective of a governor of a French company and, especially, of a privately‐held French subsidiary of a foreign parent. This article analyzes in a general manner the entire spectrum of possible liabilities that a corporate governor may incur.FindingsThere exist particularities of French law which often come as a surprise to foreigners. The corporate governors involved in an LBO of a French target must structure the acquisition carefully in order to avoid violating French criminal law. There has been an increasing trend in France to make corporate governors accountable, and French case law is full of examples of corporate governors being held liable by reason of their position, on the basis of many types of violations. A corporate governor may be at least partially protected from personal liability with insurance, with increased cash compensation, and/or with one or more delegations of powers.Practical implicationsEnables both foreign multinationals and those they appoint to positions of governance of French companies to obtain a full understanding of the legal issues involved.Originality/valueFirst English‐language analysis of the legal issues involved in serving as a governor of a French company, from the perspective of a governor. This article is useful for both foreign parent companies who seek to fill a position of corporate governance of their French subsidiaries, and those who contemplate filling such a position.
Using infomediaries to build effective networks between business and society
Authors: Johnson Victoria E. , Brennan Linda L. 
Published: January 2010

PurposeThis paper sets out to present an innovative model for managing stakeholder relationships in the networked society.Design/methodology/approachIn the proposed network model, socially‐responsible investment organizations (SRIOs) collaborate with corporations to enhance the flow of information through the network, providing a key focal point and filter for information to and from the various stakeholders of the corporation.FindingsIllustrations show SRIOs becoming a catalyst towards best practices, emphasizing strategic options, monitoring functions, benchmarking peer firms, and providing stronger linkages to the global environment.Research limitations/implicationsThe model is illustrated with anecdotal evidence.Practical implicationsUtilizing SRIOs as intermediaries in the relationship between businesses and their multiple stakeholders is attractive because SRIOs possess the capabilities and skills of experts and matchmakers. The implications of increased access to information and greater valuation of corporate social responsibility are projected as a result of the SRIOs' role as expert, driving greater accountability with increased access to information. It is also seen as a direct result of the SRIOs' role as matchmaker, providing more explicit valuation of corporate social responsibility.Originality/valueIn the global economy, the concept of “managing stakeholders” may be an anachronism. As the importance of corporate social responsibility grows, efforts to address corporations' social responsibilities are increasingly challenged by: the complexity of globalization; the immediacy of digital networks; and the blurring of organizational boundaries.
The influence of corporate governance on the relation between capital structure and value
Authors: La Rocca Maurizio 
Published: January 2010

PurposeThe paper aims to focus on a well‐known topic in the financial literature: the relation between capital structure and firm value. The controversial empirical results on this topic can be attributable to a lack of attention to the interaction between capital structure and other corporate governance variables. In fact, capital structure represents a corporate governance device that can preserve corporate governance efficiency and protect its ability to create value.Design/methodology/approachThe paper, after a synthetic review of the main literature, defines, with a descriptive model, a theoretical approach that can contribute in clearing up the relation between capital structure, corporate governance and value. It provides a research proposition, and some suggestions, that should be applied for future empirical research on this topic while it also promotes a more precise design for empirical analysis.FindingsThe debate on the relation between capital structure and a firm's value needs to take directly into account the role of moderation and/or mediation of the corporate governance. It is necessary to consider the presence of complementarity between capital structure and other corporate governance variables such as: ownership concentration; managerial ownership; the role of the board of directors; and so on.Research limitations/implicationsThis paper promotes, as an aim for future research, a verification of the validity of this model through application of the analysis to a wide sample of firms.Originality/valueThe paper tried to suggest how to improve previous controversial analysis on this topic.
Incorporating CSR and stakeholder management into corporate strategy: a case study of the CAN experience 2002‐2006
Authors: Vélaz Iñaki , José G. Sison Alejo , Fontrodona Joan 
Published: January 2010

PurposeThe purpose of this article is to present how innovations in the social action program of a Spanish savings bank produce strategic changes in the organization.Design/methodology/approachThe paper follows a historical approach, first studying Spanish savings banks in general and the Caja de Ahorros de Navarra (CAN) in particular. It then examines the strategic challenges that the CAN faced in 2002 and the organizational response through the “You choose, you decide” initiative. The implementation of the program is chronicled and results evaluated against strategic objectives.FindingsIn embodying the social action program of the CAN, the “You choose, you decide” campaign has successfully differentiated the bank. Customer‐stakeholders have acquired a high degree of identification with the bank since they now decide on the beneficiaries of the social action program as well as their level of prioritization.Originality/valueThis work is of special interest to bank managers who would like to incorporate CSR and increased stakeholder involvement into their strategic and differentiation objectives.
Corporate responsibility in the Italian banking industry: creating value through listening to stakeholders
Authors: Zappi Gianna 
Published: January 2010

PurposeThis paper aims to offer the Italian Banking Association's view on corporate social responsibility (CSR) as the strategic management of a firm that is multistakeholder‐oriented and that is careful to produce value for all those with whom the firm has relationships and daily interchange.Design/methodology/approachThe strategic approach outlined, which gives rise to a variety of activities in different firms, is shared by the banks that have worked on the subject. This contribution falls within the logical framework on CSR developed by ABI, interested banks, and stakeholders that have been provided, analyzing the central role of stakeholder engagement.FindingsThe paper presents the modular approach given to CSR and the need for integrating CSR into the “fundamental strategic orientation” of a bank, in order to mainstream CSR into the heart of business theory and practice.Originality/valueThe paper contains a brief reflection on stakeholder engagement, its main challenges and open questions. Finally some possible practical steps are suggested.
Corporate social responsibility in Ireland: barriers and opportunities experienced by SMEs when undertaking CSR
Authors: Sweeney Lorraine 
Published: January 2010

PurposeThe corporate social responsibility (CSR) movement has gathered great momentum over the past number of years and is now regarded as being at its most prevalent. However, there has been a lack of attention to, and discussion of, CSR in Ireland and in relation to small and medium‐sized enterprises (SMEs). The purpose of this paper is to overcome both of these research gaps and provide deep understanding of the nature of CSR in Ireland. Specifically this research aims to uncover the difference between large firms and SMEs operating in Ireland with regard to their understanding of CSR, the type of CSR activities undertaken and the management of CSR. In addition, this research analyses the barriers and opportunities experienced by SMEs when undertaking CSR.Design/methodology/approachThis paper reviews the relevant literature of CSR. Then, through semi‐structured in‐depth interviews with 13 firms, this study analyses CSR from both a large firm and an SME perspective in an Irish context.FindingsThis paper highlights the way in which firms operating in Ireland define CSR. It differentiates between the management and activities of CSR among SMEs and large firms and uncovers barriers and opportunities experienced by SMEs when undertaking CSR.Originality/valueIt is hoped that this paper provides initial insights into the nature of CSR in Ireland.
Determinants of firm level governance: Malaysian evidence
Authors: Mohamad Ariff Akmalia , Kamil Ibrahim Muhd , Othman Radiah 
Published: January 2010

PurposeThe purpose of this paper is to provide an extension of the Corporate Governance Reporting Initiative (CGI) 2004, which reports on Malaysia's first corporate governance ratings. Characteristics of firms with high and low scores in the corporate governance ratings are analysed by comparing companies based on their corporate governance ranking as reported in the CGI.Design/methodology/approachFirms are classified into those at the top 50 percent and the bottom 50 percent of the corporate governance ratings list to examine whether there are any differences in the characteristics of firms in both classified samples. The characteristics of firms that are being examined are firms' profitability, leverage, growth, market valuation, size, age, ownership structure and countries of operation based on the Logit analysis.FindingsThe result shows that firm size has a strong influence with corporate governance ratings, but not so for other variables tested.Research limitations/implicationsThis study analyses only eight corporate characteristics. There are other measures that can represent firms' size such as market capitalization.Practical implicationsIt is hoped that the traits found from the analysis will be able to provide additional information concerning corporate governance to interested parties. The characteristics revealed may probably be found to be essential elements in the development of effective and efficient corporate governance structure. The study could also help corporations in their short‐ and long‐term strategies.Originality/valueThis study bridges the gap of previous studies by using a complete set of governance standards on the analysis and directly identifies firms with certain scores of corporate governance and addresses issues related to these exceptional companies.
A development perspective for “corporate social responsibility”: case of Turkey
Authors: Ararat Melsa 
Published: January 2010

PurposeThe purpose of this paper is to take a snapshot of corporate social responsibility (CSR) practices in Turkey by exploring the role of the economy, state and societal culture. It aims to focus on the impact of cultural values on the role stakeholders play in driving corporate behaviour.Design/methodology/approachThe paper is based on a review of existing research into cultural dimensions and attitudes, surveys of corporate disclosures, interviews and cumulative knowledge of economic and social development.FindingsExternal factors have been major factors driving the emergence of the “CSR” discourse in emerging markets. In the case of Turkey, for example, economic fundamentals and cultural dimensions do not reflect a strong societal influence on corporate behaviour. Drivers for CSR in Turkey will be exogenous and institutional rather than endogenous and cultural.Practical implicationsThe paper recommends a stronger role for regulations and law‐enforcement in driving corporate accountability and social performance, also highlighting the importance of international influences.Originality/valueThe originality of the paper is in exhibiting the role of societal culture in shaping business expectations and in arguing for a stronger role for public enforcement and international monitoring. The paper has relevance for regulators and international agencies.
Three conceptual models of board role performance
Authors: Ong C.H. , Wan David 
Published: January 2010

PurposePast literature on board research has centred on board structure and firm performance. Since empirical studies do not reveal a conclusive relationship between the two, attention has shifted towards board role performance. This paper aims to investigate this issue.Design/methodology/approachThe paper examines three conceptual models for the studying of board role performance: structure, process, and mediation.FindingsCurrent literature provides little consensus as to the specific configuration for effective board role performance.Originality/valueFirst, the study examines various aspects of board role performance. This is in contrast with previous research which largely investigates board role performance in general or under the dominant agency perspective which emphasises the board's monitoring role. Second, unlike traditional governance models, the role of board process is explicitly advocated here. Third, the three conceptual models regarding the relationship among board structure, process and performance give an alternative avenue for researchers to explain inconsistencies in past board research. They complement the growing interest in opening up the “black‐box” of decision making that has been manifested in studies involving top management teams.
Corporate responsibility, governance and accountability: from self‐regulation to co‐regulation
Authors: Albareda Laura 
Published: January 2010

PurposeThe aim of this paper is to analyze the changing role of business in a globalized society, focusing on transnational corporations as private authorities which have gained power in global governance. The paper will aim to address the following issues: the development of CSR as a voluntary framework based on self‐regulation instruments through which corporations can manage their social and environmental impacts; corporations' exercise of power and authority in developing CSR standards globally through inter‐firm cooperation; and CSR as a mechanism to transform business culture through the development of co‐regulatory instruments between corporations and their stakeholders.Design/methodology/approachThis paper describes the emergence of corporate social responsibility (CSR) as a new governance framework, essentially created by the pressure of global civil society on corporations. The research focuses on the analysis of new forms of business political activities: self‐regulation and co‐regulation.FindingsThe findings describe how transnational corporations have become private authorities, competing or collaborating with global civil society or public authorities to develop a new framework of social and environmental regulations to manage their responsibilities and exercise their global power.Practical implicationsThis paper highlights the need for regulatory tools to transform global governance. CSR requires the development of public accountability mechanisms for private authorities, an issue that can be resolved by developing global governance networks between public and private actors.Originality/valueThis paper explains why CSR has taken shape through the creation of self‐regulation management standards and co‐regulating norms and instruments where transnational corporations are a major driving force.
Stakeholder ownership and maximization
Authors: Mygind Niels 
Published: January 2010

PurposeThe purpose of the paper is to clarify the relationship between stakeholder interests and the ownership of a company, and to specify the distinctions between three types of maximization: shareholder‐, stakeholder‐owner‐ and total stakeholder maximization.Design/methodology/approachThis conceptual paper first analyzes how company‐related rents are connected to different stakeholder groups. These rents are defined as the monetary and non‐monetary returns from stakeholder involvement in a company, in excess of what stakeholders could achieve from their best alternatives. The paper distinguishes between general stakeholder benefits and the additional owner benefits a stakeholder secures by having controlling ownership. The stakeholder having the highest net benefits (benefits minus costs), and thus paying the highest price for ownership, will be the controlling owner. The controlling stakeholder‐owners' benefits are those which are maximized by the company. This leads to the second part of the paper, which analyzes different types of maximization.FindingsThe general type of maximization that companies pursue is stakeholder‐owner maximization. Maximization of shareholder value is a special case of stakeholder‐owner maximization. Only under quite restrictive assumptions is shareholder maximization larger or equal to stakeholder‐owner maximization. Total stakeholder maximization is calculated on the sum of the returns to all stakeholders including shareholders. Because of problems of measurement and practical application, total stakeholder maximization is difficult or impossible to achieve. Firms generally approximate to total stakeholder maximization by implementing stakeholder‐owner maximization under constraints defined by other stakeholder interests. With stronger regulation, pressure from different stakeholder groups, and more emphasis on corporate social responsibility, the decision area where the company can simultaneously maximize stakeholder‐owners' returns and stakeholder interests will be increased.Originality/valueThis paper breaks new ground by linking controlling ownership and stakeholder interests/rents. This is used to give precise definitions on three types of maximization: shareholder‐, stakeholder‐owner, and total stakeholder maximization.
Cross‐sector organizational engagement with ethics: a comparison between private sector companies and public sector entities of Sweden
Authors: Svensson Göran , Wood Greg , Callaghan Michael 
Published: January 2010

PurposeThe purpose of the paper is to describe and compare similarities as well as differences in the organizational engagement with ethics between private sector companies and public sector entities.Design/methodology/approachA survey was conducted in order to examine the organizational engagement with ethics in the largest private sector companies and the largest public sector entities in Sweden. Two adapted questionnaires were developed for each sector. The outcome of this research procedure is reported in this paper.FindingsThere are both minor and major differences between the private sector and public sectors, where the private sector companies overall tend to be more engaged with ethics than the public sector entities in areas such as: ethical bodies, ethical tools, internal and external ethical usage, and ethical support measures and ethical performance measures.Research limitations/implicationsThis paper makes a contribution to theory as it outlines findings for the benefit of other researchers working in private and/or public sectors in the field. A suggestion for further research is to examine the organizational engagement with ethics in other countries/cultures that differ from the ones in this research effort performed in the private and public sectors of Sweden.Practical implicationsThe research may be of managerial interest as it provides a grounded framework of areas to be considered in the examination of organizational engagement with ethics in both private sector companies and public sector entities. It may be used as a benchmark by either sector.Originality/valueIt reports a research effort to develop and describe a cross‐sector comparison of the organizational engagement with ethics between private sector companies and public sector entities of Sweden. A framework is also introduced and illustrated. It also makes a contribution to theory and practice in the field as it is based upon a dual sample that provides insight into cross‐sector organizational engagement with ethics.
Embedding corporate responsibility and sustainability – everybody's business
Authors: Rake Michael , Grayson David 
Published: January 2010

PurposeThis paper aims to deal with the significance of leadership as driver of corporate responsibility and complementary, dynamic organizational change. It seeks to focus on the continuous attention required by competitiveness, and the cultural complexity of renewing business processes in a global environment.Design/methodology/approachThe paper opens by adopting the insecurity context that is clearly reflected in a range of contemporary management and non‐management discourses. Among the negative attributes of advanced globalization the authors trace the erosion of trust between society and institutions to perceptions of impropriety by managers in large firms. Reflecting on their extensive joint experience of the corporate responsibility vanguard from the early 1990s, they suggest some interesting themes that will be familiar to governance and CSR academics and practitioners alike. Strands of social, political, economic, cultural and environmental complexity are evident in the narratives.FindingsPerhaps reflecting this decline in trust, the chorus of stakeholders calling for CSR two decades ago has now segued into a demand for sustainable enterprise. But are the dimensions of sustainability any more distinct and measurable than its conceptual antecedent: what is it for a firm to be responsible, accountable, sustainable and transparent? While aspiration can be seen to be running well ahead of capability on such a score in many businesses there are some showing clear leadership in the challenge to be more sustainable.Originality/valueThe paper offers an insight on the responses to this challenge at telecoms multinational BT. It articulates a comprehensive approach to what is a highly socialized (human‐focused) approach to managing the multiplicity of risks inherent in the opening context.
The challenge of integrating sustainability into talent and organization strategies: investing in the knowledge, skills and attitudes to achieve high performance
Authors: Lacy Peter , Arnott James , Lowitt Eric 
Published: January 2010

PurposeThis paper aims to address the importance of a framework for developing employees' sustainability knowledge, skills, and behaviors.Design/methodology/approachThe paper draws on in‐depth interviews with executives from five Fortune 1000 companies that are viewed as market leaders in addressing sustainability.FindingsThis paper provides a series of initiatives to equip their employees' talent – from top executives to employees throughout the organization – with the much needed, but often sorely lacking knowledge, skills and attitudes to spearhead efforts to attend to sustainability both today and tomorrow.Practical implicationsThe usefulness of demonstrating a company's suite of ongoing initiatives to address sustainability to potential employees during the recruiting process is highlighted by each company.Originality/valueThe framework covered by this paper can help companies enhance their talent management skills.