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Journal of Business Ethics
Erschienen in: Journal of Business Ethics 3/2015

17.09.2014

Multinational Corporations and Governance Effectiveness: Toward a More Integrative Board

verfasst von: Cynthia Clark, Jill A. Brown

Erschienen in: Journal of Business Ethics | Ausgabe 3/2015

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Abstract

Multinational corporations (MNCs) dominate the global business arena, but new expectations for MNC boards call to question how they might effectively manage global stakeholder relationships in this new era of accountability. Uniting political behavior theory, which describes a board’s international political orientation, and global operating governance systems outlining a set of board behaviors, we develop a typology of four types of boards. We then provide recommendations for the development of an integrative governance structure, taking into account the mechanisms, structure, endorsements, and codes of conduct that MNCs can use to promote ethical behavior across MNC horizons.
Vorheriger Artikel Corporate Political Speech and Moral Obligation
Nächster Artikel A Few Good Companies: Rethinking Firms’ Responsibilities Toward Common Pool Resources

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Fußnoten
1
Nye Jr. and Welch’s (2012) framework cites three orientations: skeptics, state moralists, and cosmopolitans. The “skeptics” category is outside of the boundaries of our analysis, as it suggests that there are no moral rights and duties because there are no institutions to provide order or a sense of community. Therefore, in the framework of MNC boards, we focus on the latter two categories.
 
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Metadaten
Titel
Multinational Corporations and Governance Effectiveness: Toward a More Integrative Board
verfasst von
Cynthia Clark
Jill A. Brown
Publikationsdatum
17.09.2014
Verlag
Springer Netherlands
Erschienen in
Journal of Business Ethics / Ausgabe 3/2015
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI
https://doi.org/10.1007/s10551-014-2358-6

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