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Article Reflections on Corporate Governance Systems

This article presents a comprehensive overview of corporate governance systems and stakeholder rights with a focus on hostile takeovers. It discusses how these systems function across different countries, drawing on an analysis of data from 37 nations between 1988 and 1998. Insights highlight the dynamic relationships between various stakeholders, the challenges posed by hostile takeovers, and the implications for shareholder and worker rights. The article also considers the influence of cultural factors on corporate governance practices and suggests avenues for enhancing organizational effectiveness in a competitive landscape.

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Article Reflections on Corporate Governance Systems

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  1. Article Reflections on Corporate Governance Systems Presented by MichihiroKawano Tian(Fiona ) LuoShaoyangJian Cindy WongSisiLi

  2. Agenda • Introduction of Required Article 1 • Reflections on Required Article 1 • Introduction of Required Article 2 • Reflections on Required Article 2 • Industry Application

  3. Required Article 1: Stakeholder Rights and Corporate Governance: A Cross- National Study of Hostile Takeovers

  4. Overview • Introduces 3 types of stakeholders during an uneven adoption of hostile takeover • Dataset based on 37 countries from 1988-1998 • Results from hostile takeovers： • Increases shareholder rights protected • Decreases when worker’s and bank’s rights increased

  5. Reflections on Stakeholder Rights and Corporate Governance: A cross- national study of hostile takeovers

  6. Additional Article 1 • Title:Corporate Governance Systems as Dynamic Institutions: Towards a Dynamic Model of Corporate Governance Systems • Schneper and Guillén (2004) stated • Shareholders are interested in hostile takeover • No information about the categorization of shareholders • Emenalo (2012): • Principals & Individual Shareholders: • Agent:

  7. Additional Article 2 • Title: Corporate Governance for Competitive Advantage and Cross - Culture Management • Knowledge and Culture Sharing • Main Affect – job insecurity • Method from Dr. Singhiv • Results

  8. Policy’s Flexibility • Hostile raider threatened by new buyer • DrSinghiv: “a customized approach” • Effect of a fair policy.

  9. Required Article 2: Comparative and International Corporate Governance

  10. Overview • Study the corporate ownership and the role of laborwith four perspectives • social, economic, legal, and politics • Find the most efficient way to manage corporation with the examination successful U.S. model • Most definitions of corporate governance have limitations • Conclusion: none of these perspectives can clearly explain corporate governance at cross-national dimension explicitly by itself yet they do help us to understand the issues

  11. Reflections on Comparative and International Corporate Governance

  12. Additional Article 2 • Aguilera and Jackson (2010) stated: • The employee voice boosts the firm's productivity • Singhvi held: • “Corporate Governance for Competitive Advantage and Cross - Culture Management” illustrates a model which achieves abnormality free culture

  13. Additional Article 1 • Aguilera and Jackson (2010) stated: • Agency problem • Solution: Principals take the important managerial position • Problem of the solution: Principles may not be managerial experts • Emenalo (2012) • Proposed a dynamic model of corporate governance systems • Different missions for different agents

  14. Additional Article 3 • Title: Differentiated Governance of Foreign Subsidiaries in Transnational Corporations: An Agency Theory Perspective • Multinational corporations need to change their global strategy to be efficient. • Based on different locations. • Foreign subsidiaries roles • Local implementers • Specialized contributors • World mandates

  15. Local Implementers • Local demands • Decentralized • Specialized Contributors: • Competitive • Centralized decision-making • World Mandates: • Local responsiveness and global integration. • Work with the headquarters and other interdependent subsidiaries.

  16. Industry Application

  17. Tobacco Industry • Hostile takeover: satisfy not only shareholders • Workers • Banks • Ensure positive outcomes for jobs • Job security • Intrinsic/extrinsic benefits

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