A holistic model of corporate governance: a new research framework

Purpose – 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.Design/methodology/approach – The approach consists of theory building by reviewing the literature and examining the gaps and limitations.Findings – 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 vee...

[1]  Zinta S. Byrne,et al.  Moral Virtues, Fairness Heuristics, Social Entities, and Other Denizens of Organizational Justice. , 2001 .

[2]  Coral Ingley,et al.  Board configuration: are diverse boards better boards? , 2006 .

[3]  Jensen Mc,et al.  CEO incentives-its not how much you pay, but how. , 1990 .

[4]  E. M. B. join,et al.  For Whom Are Corporate Managers Trustees , 1932 .

[5]  James McConvill,et al.  Principles of Contemporary Corporate Governance , 2005 .

[6]  E. Fama Agency Problems and the Theory of the Firm , 1980, Journal of Political Economy.

[7]  Frank Wilkinson,et al.  Partnership, Ownership and Control: The Impact of Corporate Governance on Employment Relations , 2001 .

[8]  Paul W. MacAvoy,et al.  THE ACTIVE BOARD OF DIRECTORS AND ITS EFFECT ON THE PERFORMANCE OF THE LARGE PUBLICLY TRADED CORPORATION , 1999 .

[9]  Albert A. Cannella,et al.  Corporate Governance: Decades of Dialogue and Data , 2003 .

[10]  Marshall W. Meyer,et al.  Power in Organizations. , 1982 .

[11]  Gary M. Fleischman,et al.  Ethics Training and Businesspersons’ Perceptions of Organizational Ethics , 2004 .

[12]  O. Sallyanne Decker,et al.  Corporate social responsibility and structural change in financial services , 2004 .

[13]  J. Boatright Ethics and the conduct of business , 1992 .

[14]  E. Fama,et al.  Separation of Ownership and Control , 1983, The Journal of Law and Economics.

[15]  M. Clarkson,et al.  For Whom Are Corporate Managers Trustees , 1998 .

[16]  Anurag Sharma Professional as Agent: Knowledge Asymmetry in Agency Exchange , 1997 .

[17]  Greg Wood A Partnership Model of Corporate Ethics , 2002 .

[18]  A. Carroll Corporate Social Responsibility , 1999, The Routledge Companion to Corporate Social Responsibility.

[19]  Greg Wood,et al.  Communicating the Ethos of Codes of Ethics in Corporate Australia, 1995–2001: Whose Rights, Whose Responsibilities? , 2003 .

[20]  P. Moerland,et al.  Alternative disciplinary mechanisms in different corporate systems , 1995 .

[21]  Richard J. Pech,et al.  Where the decision‐makers went wrong: from capitalism to cannibalism , 2004 .

[22]  A. Demb,et al.  The corporate board: confronting the paradoxes. , 1992, Long range planning.

[23]  G. Nicholson,et al.  Breakthrough Board Performance: How to Harness Your Board’s Intellectual Capital , 2004 .

[24]  Who are the Shareholders in Australia and What are Their Ethical Opinions? An Empirical Analysis , 2006 .

[25]  Lucian Cernat The emerging European corporate governance model: Anglo-Saxon, Continental, or still the century of diversity? , 2004 .

[26]  David L. Phillips Relationships are the core value for organisations , 2006 .

[27]  Ruth V. Aguilera,et al.  Corporate Governance and Social Responsibility: A Comparative Analysis of the UK and the Us , 2006 .

[28]  Vivien Lines,et al.  Corporate reputation in Asia: Looking beyond bottom‐line performance , 2004 .

[29]  Greg Wood,et al.  The relevance to international mergers of the ethical perspectives of participants , 2005 .

[30]  Amerta Mardjono,et al.  A tale of corporate governance: lessons why firms fail , 2005 .

[31]  Shorey Peterson,et al.  The Modern Corporation and Private Property. , 1933 .

[32]  P. Cornelius Good corporate practices in poor corporate governance systems , 2005 .

[33]  K. Buhmann Corporate social responsibility: what role for law? Some aspects of law and CSR , 2006 .

[34]  Jeremy Galbreath,et al.  Corporate social responsibility strategy: strategic options, global considerations , 2006 .

[35]  Christine Botosan,et al.  EVIDENCE THAT GREATER DISCLOSURE LOWERS THE COST OF EQUITY CAPITAL , 2000 .

[36]  A. Kouzmin,et al.  Formulating a metaphysics of governance , 2001 .

[37]  Arie de Geus,et al.  The Living Company: Growth, Learning and Longevity in Business , 1997 .

[38]  R. Hubbard,et al.  THE GROWTH OF INSTITUTIONAL STOCK OWNERSHIP: A PROMISE UNFULFILLED , 2000 .

[39]  S. Kemp In the driver's seat or rubber stamp: the role of the board in providing strategic guidance in Australian boardrooms , 2006 .

[40]  C. Mayer Corporate Governance, Competition and Performance , 1997 .

[41]  Kevin J. Murphy,et al.  CEO Incentives - It's Not How Much You Pay, But How , 1990 .

[42]  Robert N. Stern,et al.  The External Control of Organizations: A Resource Dependence Perspective. , 1979 .

[43]  James D. Westphal,et al.  How Experience and Network Ties Affect the Influence of Demographic Minorities on Corporate Boards , 2000 .

[44]  J. H. Davis,et al.  TOWARD A STEWARDSHIP THEORY OF MANAGEMENT , 1997 .

[45]  J. Coffee The Future as History: The Prospects for Global Convergence in Corporate Governance and its Implications , 1999 .

[46]  Charles B. Handy Gods of Management , 2009 .

[47]  M. C. Jensen Value Maximisation, Stakeholder Theory, and the Corporate Objective Function , 2001 .

[48]  John Simmons,et al.  Managing in the post‐managerialist era: Towards socially responsible corporate governance , 2004 .

[49]  F. Robins Corporate Governance after Sarbanes‐Oxley: an Australian perspective , 2006 .

[50]  Carol A. Adams,et al.  The ethical, social and environmental reporting‐performance portrayal gap , 2004 .

[51]  B. Goodwin Ethics at Work , 2000 .

[52]  Greg Wood,et al.  A Cross Cultural Comparison of the Contents of Codes of Ethics: USA, Canada and Australia , 2000 .

[53]  Patrick Bolton,et al.  Corporate Governance and Control , 2002 .

[54]  R. Pech,et al.  The increasing cost of corporate governance: decision speed‐bumps for managers , 2006 .

[55]  Walter R. Nord,et al.  Managing Power , 2001, IEEE Des. Test Comput..

[56]  J. Thornbury Creating a living culture: the challenges for business leaders , 2003 .

[57]  J. March The Business Firm as a Political Coalition , 1962, The Journal of Politics.

[58]  Amy J. Hillman,et al.  Board Composition from Adolescence to Maturity: A Multitheoretic View , 2003 .

[59]  Joseph E. Coombs,et al.  Do CEO Stock Options Prevent or Promote Fraudulent Financial Reporting , 2006 .

[60]  Ingrid Bonn,et al.  Corporate Governance and Business Ethics: Insights from the Strategic Planning Experience , 2005 .

[61]  J. Fischer Social Responsibility and Ethics: Clarifying the Concepts , 2004 .

[62]  W. H. Shaw,et al.  Moral Issues in Business , 1979 .

[63]  D. Cassidy Maximizing shareholder value: the risks to employees, customers and the community , 2003 .

[64]  Bruce Cutting,et al.  Evaluating corporate board cultures and decision making (Оценка корпоративных культур и принятие решения) , 2002 .

[65]  M. C. Jensen,et al.  Harvard Business School; SSRN; National Bureau of Economic Research (NBER); European Corporate Governance Institute (ECGI); Harvard University - Accounting & Control Unit , 1976 .

[66]  A. Willis Corporate governance and management of information and records , 2005 .

[67]  C. Ingley,et al.  Corporate governance: Implications of ownership, performance requirements and strategy , 2001 .

[68]  Anona Armstrong,et al.  Ethics as a Risk Management Strategy: The Australian Experience , 2003 .

[69]  A. Kouzmin,et al.  The emerging patterns of power in corporate governance – Back to the future in improving corporate decision making , 2000 .

[70]  G. Svensson,et al.  Proactive versus reactive business ethics performance: a conceptual framework of profile analysis and case illustrations , 2004 .

[71]  A. Sheridan A view from the top: women on the boards of public companies , 2001 .

[72]  Michael C. Jensen,et al.  VALUE MAXIMIZATION, STAKEHOLDER THEORY, AND THE CORPORATE OBJECTIVE FUNCTION , 2001 .

[73]  B. Cooper,et al.  The Mad Hatter's corporate tea party , 2003 .

[74]  E. Nowak Recent Developments in German Capital Markets and Corporate Governance , 2001 .

[75]  Marianne W. Lewis,et al.  Control and Collaboration: Paradoxes of Governance , 2003 .

[76]  K. Eisenhardt Agency Theory: An Assessment and Review , 1989 .