Walmart and Guns: A Case Study in Modern Corporate Governance

As e-government becomes increasingly pervasive in modern public administrative management, its influence on organizations and individuals has become hard to ignore. It is therefore timely and relevant to examine e-governance—the fundamental mission of e-government. By adopting a stakeholder perspective and coming from the strategic orientation of control and collaboration management philosophy, this study approaches the topic of e-governance in e-government from the three critical aspects of stakeholder management: (1) identification of stakeholders, (2) recognition of differing interests among stakeholders, and (3) how an organization caters to and furthers these interests. Findings from the case study allow us to identify four important groups of stakeholders known as the Engineers, Dissidents, Seasoners, and Skeptics who possess vastly different characteristics and varying levels of acceptance of and commitment towards the e-filing paradigm. Accordingly, four corresponding management strategies with varying degrees of collaboration and control mechanisms are devised in the bid to align these stakeholder interests such that their participation in e-government can be leveraged by public organizations to achieve competitive advantage.

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E-Government Implementation

E-Government Diffusion, Policy, and Impact ◽

10.4018/978-1-60566-130-8.ch005 ◽

2009 ◽

pp. 60-88 ◽

Cited By ~ 1

Author(s):

Eric T.K. Lim ◽

Chee-Wee Tan ◽

Shan-Ling Pan

Keyword(s):

Stakeholder Management ◽

Management Strategies ◽

Control Mechanisms ◽

Management Philosophy ◽

Administrative Management ◽

Stakeholder Interests ◽

Stakeholder Perspective ◽

Different Characteristics ◽

And Control

As e-government becomes increasingly pervasive in modern public administrative management, its influence on organizations and individuals has become hard to ignore. It is therefore timely and relevant to examine e-governance—the fundamental mission of e-government. By adopting a stakeholder perspective and coming from the strategic orientation of control and collaboration management philosophy, this study approaches the topic of e-governance in e-government from the three critical aspects of stakeholder management: (1) identification of stakeholders, (2) recognition of differing interests among stakeholders, and (3) how an organization caters to and furthers these interests. Findings from the case study allow us to identify four important groups of stakeholders known as the Engineers, Dissidents, Seasoners, and Skeptics who possess vastly different characteristics and varying levels of acceptance of and commitment towards the e-filing paradigm. Accordingly, four corresponding management strategies with varying degrees of collaboration and control mechanisms are devised in the bid to align these stakeholder interests such that their participation in e-government can be leveraged by public organizations to achieve competitive advantage.

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Corporate Governance Policy Implementation Analysis using D. Wayne Taylor Theory. Case Study: Dental and Oral Hospital by Faculty of Dentistry Universitas Indonesia (RSKGM FKG UI) in 2019

Journal of Indonesian Health Policy and Administration ◽

10.7454/ihpa.v6i1.3535 ◽

2021 ◽

Vol 6 (1) ◽

Author(s):

Yusnur Mauliana Dranie Putri ◽

Masyitoh Masyitoh

Keyword(s):

Corporate Governance ◽

Policy Implementation ◽

Decision Makers ◽

Depth Interview ◽

Collection Data ◽

Implementation Analysis ◽

And Control ◽

Document Review

Corporate Governance is a term that is related to the direction and control of an organization, institution, or function, to fit the goals and expectations of decision makers. This research aims to conduct an analysis of corporate governance using D. Wayne Taylor’s theory by conducting a case study at the Dental and Oral Hospital by Faculty of Dentistry Universitas Indonesia (RSKGM FKG UI). The design of this research is qulitative analysis with methods of collection data through document review and in-depth interview. The results of the research are reflected in nine principles that are recognized by six incompatible principles, two principles that are appropriate, and one principle that cannot be seen in accordance with the requirements in RSKGM FKG UI that have not supported yet. Two principles that are appropriate are: the principle of the Board-CEO Relationship and the principle of the Ownership Needs.

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Corporate Governance and Family-owned Companies

10.1093/oso/9780198805274.003.0005 ◽

2018 ◽

Author(s):

Prem Sikka

Keyword(s):

Corporate Governance ◽

Agency Theory ◽

Ownership Structure ◽

Agency Problems ◽

Board Members ◽

Socially Responsible ◽

Shareholder Capitalism ◽

And Control

It is often claimed that the ownership structure and the close involvement of family members alleviates agency problems and gives them a long-term orientation compared to a corporation with dispersed shareholding and control. Through a case study relating to the demise of BHS, one of the biggest UK retailers, the chapter probes these claims. BHS was an epitome of shareholder capitalism. It was owned and controlled by Sir Philip Green and his family. The control enabled the Green family to extract large amounts of cash from BHS through dividends and complex intragroup transactions, with virtually no questions from board members, regulators or auditors. The flawed corporate governance of BHS inflicted considerable hardship on other stakeholders. The demise of BHS should encourage reflections on the claims (agency theory) that an alignment of the interests of shareholders and directors somehow leads to better governance and socially responsible management.

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Corporate governance in family run business – a Malaysian case study

Corporate Ownership and Control ◽

10.22495/cocv6i4p13 ◽

2009 ◽

Vol 6 (4) ◽

pp. 135-147

Author(s):

Cyril H. Ponnu ◽

C.K. Lee ◽

Geron Tan ◽

T.H. Khor ◽

Adelyn Leong

Keyword(s):

Corporate Governance ◽

Minority Shareholders ◽

Chinese Families ◽

Managerial Entrenchment ◽

External Auditors ◽

Ethnic Chinese ◽

Before And After ◽

Transparency And Disclosure ◽

And Control

This paper addresses the debate on family run business and corporate governance before and after the Asian Financial Crisis in 1997. As there are only few studies on the corporate governance of family businesses in Malaysia, this paper aims to provide a broad view of the corporate governance practises of family run companies in Malaysia. The majority of family-run companies in Malaysia are operated by ethnic Chinese families in Malaysia. To understand the practices of corporate governance in these companies, this study selected 3 of the top 10 family run companies by market capitalization in Malaysia. This paper discusses the issues and problems related to family run businesses in the light of the separation of ownership and control, lack of board independence and protection of minority shareholders, lack of independence of external auditors, lack of transparency and disclosure as well as managerial entrenchment.

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A Team Production Theory of Canadian Corporate Law

Alberta Law Review ◽

10.29173/alr355 ◽

2015 ◽

pp. 299 ◽

Cited By ~ 1

Author(s):

Stephanie Ben-Ishai

Keyword(s):

Power Relations ◽

Voting Rights ◽

Corporate Law ◽

Stakeholder Group ◽

Production Theory ◽

Direct Control ◽

Team Production ◽

Shareholder Primacy ◽

Share Ownership ◽

Public Corporations

The article applies the Team Production Theorydeveloped by American corporate law scholars, Margaret Blair and Lynn Stout, to argue that Canadian corporate law's understanding of public corporations that are not controlled by a single shareholder or group of shareholders reflects a director primacy norm rather than a shareholder primacy norm. Canadian corporate law provides that directors of such public corporations with widely-held share ownership and voting rights are free from direct control by any corporate stakeholders. A potential departing point for Canadian corporate law. the oppression remedy, continues to develop to deal with extra-legal advantages rooted primarily in unequal power relations among corporate stakeholders. However, in its current and predicted future applications, the oppression remedy does not provide any given stakeholder group with an ability to dominate the boards of public corporations and obviate the director primacy norm. The article suggests that because the director primacy norm accurately describes Canadian corporate law, further consideration needs to be given to corporate law's relative relevance in dictating how Canadian corporations currently operate.

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