Every conception of the Corporate Social Responsibility and of the optimal relationship between the interests of the shareholders and those of the other stakeholders implies and suggests a specific solution to the problem of limiting and controlling the discretionary power of managers. Stemming...

We introduce a mixed quantity-setting duopoly with a socially concerned firm and a profit-maximizing firm to derive a firms' optimal combination of the organization's type, the structure of managerial compensation and its manager's type. Both firms delegate the quantity choice to managers who...

The integration of CSR into corporate governance can be achieved by introducing network governance that also provides operating and competitive advantages to remove perceived conflicts between investors and others stakeholders. Network governance allows stakeholders to become engaged in...

Over the past two decades, mergers and acquisitions have become increasingly commonplace as the means of international expansion for companies seeking global reach. They provide access to competence and a local intelligence base without carrying the burden of starting up a subsidiary from zero....

Stakeholder ideas of the late twentieth century challenged the doctrine that corporate managers work exclusively for the interests of equity owners. Yet markets have long been delivering alternative models where workers, customers or suppliers own the firm and run it in their interests....

This article examines how the international business (IB) literature has addressed social responsibility issues in the past 50 years, highlighting key developments and implications from a historical perspective. Specific attention is paid to the Journal of World Business (JWB), which has covered...

This paper introduces Collaborative Innovation Networks as an engine for self-organizing disruptive innovation. It is illustrated by the metaphor of the bee swarm through four lessons from the beehive: “centralized leadership – rotating leaders – waggle dance – attraction pheromone” as...

Boards operate notionally in a liminal, non-hierarchical space, neither inside the company nor outside, creating ambiguity between service and control functions and fostering tolerance of it. With repeated corporate governance crises, however, new prescriptions institutionalized in law,...

This paper identifies opportunities for increasing individual wellbeing to provide a basis for its measurement and improvement. Opportunities for increasing wellbeing exist in the private, non-profit and government sectors by introducing elements of network governance to complement, restrain and...