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Corporate Governance and New Organizational Forms: Issues of Double and Multiple Agency

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  • John Child

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  • Suzana Rodrigues

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    Abstract

    This paper addresses corporate governance inthe light of two relatively new developments inorganizational form, respectively towardsdevolved initiative within firms andpartnerships between firms. In so doing, itargues for an extension of corporate governancetheory and practice to take better account ofthe problems arising from double and multipleagency. New organizational forms can bereconciled with the requirements for corporategovernance through a number of complementarydevelopments, including the cooptation ofemployees and junior partners into ownershipand governance, more inclusive forms ofcontrol, mutual monitoring and the promotion oftrust. Copyright Kluwer Academic Publishers 2003

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    Bibliographic Info

    Article provided by Springer in its journal Journal of Management and Governance.

    Volume (Year): 7 (2003)
    Issue (Month): 4 (December)
    Pages: 337-360

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    Handle: RePEc:kap:jmgtgv:v:7:y:2003:i:4:p:337-360

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    Web page: http://www.springerlink.com/link.asp?id=102940

    Related research

    Keywords: agency; control; devolution; hierarchy; networks; participation;

    References

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    1. Jensen, Michael C, 1986. "Agency Costs of Free Cash Flow, Corporate Finance, and Takeovers," American Economic Review, American Economic Association, vol. 76(2), pages 323-29, May.
    2. Milgrom, Paul R., 1987. "employment contracts, influence activities and efficient organization design," Department of Economics, Working Paper Series qt6pf6c5j6, Department of Economics, Institute for Business and Economic Research, UC Berkeley.
    3. Oded Shenkar & Yoram Zeira, 1992. "Role Conflict and Role Ambiguity of Chief Executive Officers in International Joint Ventures," Journal of International Business Studies, Palgrave Macmillan, vol. 23(1), pages 55-75, March.
    4. Fama, Eugene F & Jensen, Michael C, 1983. "Agency Problems and Residual Claims," Journal of Law and Economics, University of Chicago Press, vol. 26(2), pages 327-49, June.
    5. Keld Laursen & Volker Mahnke, . "Knowledge strategies, firm types, and complementarity in human-resource practices," IVS/CBS Working Papers 00-8, Department of Industrial Economics and Strategy, Copenhagen Business School.
    6. Milgrom, Paul & Roberts, John, 1995. "Complementarities and fit strategy, structure, and organizational change in manufacturing," Journal of Accounting and Economics, Elsevier, vol. 19(2-3), pages 179-208, April.
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    Cited by:
    1. Margit Osterloh & Bruno S. Frey, . "Shareholders Should Welcome Employees as Directors," IEW - Working Papers 228, Institute for Empirical Research in Economics - University of Zurich.
    2. Farina, Vincenzo, 2008. "Banks’ centrality in corporate interlock networks: evidences in Italy," MPRA Paper 11698, University Library of Munich, Germany.
    3. Chrisman, James J. & Chua, Jess H. & Steier, Lloyd P. & Wright, Mike & McKee, D’Lisa N., 2012. "An agency theoretic analysis of value creation through management buy-outs of family firms," Journal of Family Business Strategy, Elsevier, vol. 3(4), pages 197-206.
    4. Mitsuru Kodama & Tomoatsu Shibata, 2013. "Research into Ambidextrous R&D in Product Development New Product Development at a Precision Device Maker," TMARG Discussion Papers 109, Graduate School of Economics and Management, Tohoku University.
    5. Hsieh, Linda H.Y. & Rodrigues, Suzana B. & Child, John, 2010. "Risk perception and post-formation governance in international joint ventures in Taiwan: The perspective of the foreign partner," Journal of International Management, Elsevier, vol. 16(3), pages 288-303, September.

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