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Corporate Governance and the Innovative Economy: Policy Implications

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    Abstract

    Corporate governance is concerned with the institutions that influence the ways in which business corporations allocate resources and returns. Our approach to the analysis of corporate governance and its policy implications focuses on its relation to the innovation process and the innovative economy. We identify four different types of corporate governance institutions – executive, supervisory, consultative, and regulatory -- based on different relations with the locus of decision-making power over the allocation of corporate resources and returns. The prime foci for corporate governance policy are two: First, the reform of corporate governance institutions so that they provide better support to the innovation process. Second, the reform of corporate governance processes so that, within the framework of the governance institutions, they encourage corporate strategies that entail allocations of resources and returns to broader and deeper skill bases that can engage in organisational learning.

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    Paper provided by The STEP Group, Studies in technology, innovation and economic policy in its series STEP Report series with number 199803.

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    Handle: RePEc:stp:stepre:1998r03

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    Cited by:
    1. Mouna Mrad & Slaheddine Hallara, 2014. "The Relationship Between the Board of Directors and the Performance/Value Creation in a Context of Privatization: The Case of French Companies," Public Organization Review, Springer, vol. 14(1), pages 83-108, March.
    2. Houda Ghaya & Gilles Lambert, 2012. "Caractéristiques de la diversité au sein des conseils d’administration et performance financière : une étude empirique sur les entreprises du CAC40," Working Papers of BETA 2012-14, Bureau d'Economie Théorique et Appliquée, UDS, Strasbourg.
    3. Lippert, Inge, 2008. "Perspektivenverschiebungen in der Corporate Governance: Neuere Ansätze und Studien der Corporate-Governance-Forschung," Discussion Papers, Research Unit: Knowledge, Production Systems and Work SP III 2008-302, Social Science Research Center Berlin (WZB).
    4. Gérard Charreaux, 2001. "Quelle théorie pour la gouvernance?De la gouvernance actionnariale à la gouvernance cognitive..," Working Papers CREGO 010401, Université de Bourgogne - CREGO EA7317 Centre de recherches en gestion des organisations, revised Feb 2002.
    5. Gérard Charreaux, 2011. "Quelle théorie pour la gouvernance?De la gouvernance actionnariale à la gouvernance cognitive et comportementale," Working Papers CREGO 1110402, Université de Bourgogne - CREGO EA7317 Centre de recherches en gestion des organisations.
    6. Laurence Godard, 2010. "Les comités stratégiques et l’innovation dans les entreprises françaises," Revue Finance Contrôle Stratégie, revues.org, vol. 13(1), pages 99-121., March.
    7. Couderc, J.P. & Couderc, M. (ed.), 2006. "Dynamiques des Entreprises Agroalimentaires (EAA) du Languedoc-Roussillon : évolutions 1998-2003. Programme de recherche PSDR 2001-2006 financé par l'Inra et la Région Languedoc-Roussillon," Research serial MOISA, UMR MOISA : Marchés, Organisations, Institutions et Stratégies d'Acteurs : CIHEAM-IAMM, CIRAD, INRA, Montpellier SupAgro, IRD - Montpellier, France, number 200603.
    8. Gérard Charreaux, 2000. "Le conseil d'administration dans les théories de la gouvernance," Working Papers CREGO 001201, Université de Bourgogne - CREGO EA7317 Centre de recherches en gestion des organisations, revised Dec 2000.

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