Special issue on “Corporate governance and strategic management in different contexts: fostering interchange of a crucial relationship”
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The goal of this special issue is to enhance the understanding of the relationship between corporate governance and strategic management in different institutional contexts and to promote additional research in this area.
In this vein, the five papers included here collectively intend to investigate the relationships (and the mechanisms that control it) between the strategic function (i.e., which defines the firm’s strategy and oversees its implementation) and the governance function (i.e., the congruence assessment between the firm strategy selected and the interests of the ownership and of other relevant stakeholders represented in the board of directors and the effectiveness appraisal of managerial and entrepreneurial action) from various real world experiences extracted from three continents (America, Europe, and Asia), such as the US, the Italian, the Japanese, the Spanish, and the Polish systems as well as from regulated and unregulated industries (see Kaczmarek et al. forthcoming ...
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- Capasso, A., & Dagnino, G. B. (2012). Beyond the “silo view” of strategic management and corporate governance: Evidence from Fiat, Telecom Italia and Unicredit. Journal of Management and Governance. doi:10.1007/s10997-012-9247-0.
- D’Aveni, R. A. (2012). Strategic capitalism. The new economic strategy for winning the capitalist cold war. New York: McGraw-Hill.
- Fama, E. F., & Jensen, M. C. (1983). Separation of ownership and control. Journal of Law and Economics, 26(2), 301–325. CrossRef
- Gutierrez, I., & Surroca, J. (2012). Revisiting corporate governance through the lens of the Spanish evidence. Journal of Management and Governance. doi:10.1007/s10997-012-9250-5.
- Harrigan, K. R. (2012). Comparing corporate governance practices and exit decisions between U.S. and Japanese firms. Journal of Management and Governance. doi:10.1007/s10997-012-9249-y.
- Jensen, M. C., & Meckling, W. H. (1976). Theory of firm—managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305–360. CrossRef
- Kaczmarek, S., Kimino, S., & Pye, A. (forthcoming). Interlocking directorships and firm performance in highly regulated sectors: The moderating impact of board diversity. Journal of Management and Governance. doi:10.1007/s10997-012-9228-3.
- Peni, E. (forthcoming). CEO and Chairperson characteristics and firm performance. Journal of Management and Governance. doi:10.1007/s10997-012-9224-7.
- Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations: A resource dependence perspective. New York: Harper and Row.
- Shen, W., & Gentry, R. J. (2012). A cyclical view of the relationship between corporate governance and strategic management. Journal of Management and Governance. doi:10.1007/s10997-012-9248-z.
- Shleifer, A., & Vishny, R. W. (1997). A survey of corporate governance. Journal of Finance, 52(2), 737–783. CrossRef
- Slomka-Golebiowska, A. (2012). Bankers on boards as corporate governance mechanism: Evidence from Poland. Journal of Management and Governance. doi:10.1007/s10997-012-9251-4.
- Special issue on “Corporate governance and strategic management in different contexts: fostering interchange of a crucial relationship”
Journal of Management & Governance
Volume 18, Issue 4 , pp 921-927
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- 1. University of Sannio, Via delle Puglie, 82, 2100, Benevento, Italy
- 2. University of Catania, Corso Italia, 55, 95129, Catania, Italy
- 3. Department of Management, W.P. Carey School of Business, Arizona State University, PO Box 874006, Tempe, AZ, 85287-4006, USA