corporate governance and ethics sven-olof collin
TRANSCRIPT
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CORPORATE GOVERNANCE
AND ETHICS
Sven-Olof Collin
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Sven-Olof Yrjö Collin- Professor in Business Administration with emphasis on Corporate Governance and Accounting- Teach in corporate governance, accounting, management control, corporate finance, strategy, scientific method and supervise on all levels. - Research in corporate governance, for example riding schools, municipal corporations, family firms, but also director and executive compensation, accounting choice, auditing, duty.E-mail: [email protected]: www.svencollin.sePhone: not in useCrisis: 0708 204 777
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EXAMENSARBETE
http://www.svencollin.se/Method.htm
Ämne: Hemsidan, gamla uppsatsers sista kapitel, ämnen på kursen
Grupparbete 2 st (max och min)
Schema november
Kontakta mig eller Magnus, Andreas, Anna, Jenny
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WHY BOTHER ABOUT THE CORPORATE GOVERNANCE OF CORPORATIONS?
The corporation
Wealth distribution
Risk distribution
Quality of living
Values of society
Nature
Prod
ucti
on o
f w
ealt
h
Dis
trib
utio
n of
wea
lth
Corporategovernance
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CORPORATE GOVERNANCE
…a set of mechanisms that support the fulfilment of the will of the principal.
SCIENTIFIC PROBLEM
Problem 1: Who is the Principal?
Problem 2: What is the Will of the Principal?
POLITICAL & NORMATIV PROBLEM
Problem 1: Who should be the Principal?
Problem 2: What should be the Will of the Principal?
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WHO IS THE PRINCIPAL?
The stateThe shareholders
The debt holders
Employees
CustomersSuppliers
The managers
The nature The unborn
Society at largeThe unions
Neighbors
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CULTURAL DIFFERENCES
Wieland (2005)
Model Maximization Economizing CooperationCharacter of the Corporation Autonomous Dependent
Principal Shareholder StakeholdersGovernance focus Monitoring Negotiations
Conflict Resources
Theory Agency theoryStakeholder
theory
Countries
Switzerland, Sweden,
Finland, UK, Ireland,
Denmark, Netherlands,
Spain, etc
Austria, Germany,
France, Italy etc.
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FOR THE FUTURE, REMEMBER…
“…any efficient and effective governance structure needs to serve two functions: to constrain and to enable.. (Wieland 2005:77)
Control, Monitoring
Discipline
Development
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Ask not what your corporation can do for you - ask what you can do for your corporation
CORPORATE GOVERNANCETo satisfy the will of the principal
(travesty of J. F. Kennedy Inaugural Address 20 January 1961)
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WHY DO WE ACT?
What’s in it for Me,
Me
and
Me?
/ I
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MOTIVATION TO ACT
Self-interest: An individual act upon a calculus where the costs and benefits for the individual are summed together through a preference function into a utility which produce the action Agency theory, The shareholder
Belongingness: An individual act in order to belong to a group, and over time adjusts to the norms of the group through accepting them or internalization Stakeholder theory/Stewardship theory, The stakeholders
Duty: An individual perform an action because the individual consider the action to be obligatory.Not yet developed, The imperative
Care: An individual act towards those that the individual have a close relationship with care, considering the concrete individual and tries to understand the needs through empathy.Feminist ethics, Closely related
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THE FEMINIST CORPORATE GOVERNANCE MODEL
- The firm is a web of relationships
- Obligation to care, based on the need of the other
- Priority are given to those with a close relationship or former relationship, where the relation is with a concrete other, considering their individuality and identity
Nexus of contract, transaction costs minimization
Profit maximizationStakeholder satisfaction
Dependency and power
Categories of individuals
not a normative model, not an empirical model, but an Ideal type, describing a set-up and principles that are connected logically, but maybe not empirically, but elements can be found in existing organizations
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THE SHAREHOLDER IS A VICTIM FOR AGENT MISCONDUCT
The agent is - opportunistic- exploit information asymmetry- cheat and steals- lazy
The principal is- exploited- endure agency costs- have to slave with monitoring- have to slave with fiat
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SHAREHOLDER MISCONDUCT: THE BAD LOSER
Right to influence the corporationRight to the residualRight to sell these rights
Any liability…?
Liable for the debts until the share capital is consumed
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LIMITED LIABILITY
• Asymmetric distribution of the residual• Socialisation of risk
ProfitsLosses 0
Share capital ShareholdersOther credit suppliers
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THE MORAL DILEMMA
The Causality Principle:Thou shalt be liable for theconsequences of thy actions
The Symmetry Principle:Such as enjoy the benefitsshalt suffer the losses
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A MORAL OF CONSEQUENCES
Intention Action
Situation
Consequence
P r e r e q u i s i t e s f o r a m o r a l o fc o n s e q u e n c e s :
T h e S i t u a t i o n- P r e d i c t a b i l i t y o f c o n s e q u e n c e s
T h e I n d i v i d u a l- E x e c u t a b i l i t y o f t h e a c t i o n
p s y c h o l o g i c a l l i m i t a t i o n si d e o l o g i c a l l i m i t a t i o n s
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SEPARATION BETWEEN THE INDIVIDUAL AND THE ACTION
In ten tio n A ctio n
Situ atio n
Co n seq u en ce
resp o n sib ility lia b ility
V I C A R I O U S A C T I O N
P r e r e q u i s i t e :- T h e P r i n c i p a l c o n t r o l s t h e A g e n t .
C O L L E C T I V E A C T I O N
O r g a n i c g r o u p w i t h s o l i d a r i t yS e r i a l g r o u p w i t h c o n g r u e n ti n t e r e s t s
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MORAL ACTIONS WHEN FACING RISK OR UNCERTAINTY
CompetenceMoral Action Number One: Employ managers of thefirm
ControlMoral Action Number Two: Engage the other creditsuppliers in the control of the corporation
Limited liability for other credit suppliers regardingprofitMoral Action Number Three: Excess Profit distributed tocredit suppliers, or to the Art.
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WHO TO BLAME? WHO ASSUME CONSEQUENCES?
Cision Fingerprint Cards
Groucho Marxets Stock market
Friday 10.17-10.34
79,25
52,25
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WHY DO WE ACCEPT THISMORAL MISCONDUCT?
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GLOBAL RESPONSIBILITY
Corporate Social Responsibility (CSR)
All humans, All nature, Today, Future
To act in accordance to laws, social norms, ethical standards: legality, fairness and justice
fad ……… legitimacy ………strategically integrated
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THE CORPORATION AS AN IDEAL
Corporatisation- Outside pressure: Competitive capacity
- Inside pressure: Rationalisation
Privatisation- Political causes: Private property superiority
- Institutional causes: Fashion- Economic causes: Specialisation
The end of class struggle?Meritocracy
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THE AIM AND THE GOVERNANCE OF THE
CORPORATIONAIM AGENT OF GOVERNANCE
Profit Shareholder
Wealth Stakeholders
Democracy Politicians
EcologicalSustainability
Scientists
Happiness Clowns