Beruflich Dokumente
Kultur Dokumente
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JULY 2006
: CORPORATE GOVERNANCE
INTRODUCTION:
Corporate governance (CG) is one of the most talked about topics in business, indeed in society, today. A
Google search revealed 513 news citations during a single week in June 2006. Most academics, business
professionals, and lay observers would agree that CG is defined as the general set of customs, regulations,
habits, and laws that determine to what end a firm should be run. Much more fraught, however, is the
question: “what defines good corporate governance?”
It is clear that CG exists at a complex intersection of law, morality, and economic efficiency. Less clear,
however, is the extent to which current MBA education reflects that complexity. CG is usually not a
distinct academic discipline, but integrated into other courses. Considering that issues of executive
compensation, financial scandals, and shareholder activism are all tied up with CG, its teaching is a topic
worth investigation.
This Closer Look takes a broad view of the topic, with the goal of addressing the following questions:
■ What are the key issues in CG, as regards business’ social and environmental impacts and
opportunities?
■ How do leading thinkers perceive the issue?
■ What is the current state of practice on MBA campuses?
■ What teaching resources are available to business school faculty?
I do believe we can create governance systems that perform much better in western capitalism than we
currently have. And, let’s be careful to recognize that western capitalism governance systems have proven
themselves to be far superior to any other system we know or have known. A brief look back at the failure
of socialist and communist systems is sufficient to illustrate the point.”
make purposeful decisions. With no way to keep score, stakeholder theory makes managers unaccountable
for their actions. . .
As a statement of corporate purpose or vision, value maximization is not likely to tap into the energy
and enthusiasm of employees and managers to create value. The choice of value maximization as the
corporate scorecard must be complemented by a corporate vision, strategy and tactics that unite participants
in the organization in its struggle for dominance in its competitive arena. . .
A firm cannot maximize value if it ignores the interest of its stakeholders. [What I call] enlightened
value maximization utilizes much of the structure of stakeholder theory but accepts maximization of the
long run value of the firm as the criterion for making the requisite tradeoffs among its stakeholders.”
■ Issues of corporate governance are found in many disciplines at the MBA level, including
Accounting, CSR/Ethics, Entrepreneurship, Law, Finance, Organizational Behavior, and Strategy
■ There are few explicit legal situations, in the United States, where firms must be governed for the
exclusive financial benefit of shareholders
■ The primary, unresolved debate is whether:
a) appropriate societal goals for the corporation include equitable distribution of value as well as
maximum creation of value
b) either goal is better served by granting primary attention to shareholders-only or a broader
group of stakeholders
■ While a few MBA programs engage students in this fundamental debate, most define CG explicitly as
a) making sure that boards and managers don’t lie, cheat and steal, or
b) clarifying that shareholders are the “real owners” of the firm (a legal stance that appears to be
untrue)
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A Closer Look at Business Education
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NOTABLE COURSEWORK:
The following course descriptions are drawn exclusively from Beyond Grey Pinstripes, a research survey
conducted biennially by the Aspen Institute.
NOTABLE CENTERS*:
The following center descriptions are drawn exclusively from Beyond Grey Pinstripes, a research survey
conducted biennially by the Aspen Institute.
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A Closer Look at Business Education
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With substantial support from the Sloan Foundation, the Aspen Institute’s CasePlace.org has drawn
together an impressive collection of MBA teaching materials that prepare students for the social and
environmental implications of Corporate Governance issues. Each teaching module is accompanied by an
explanatory note.
ONGOING QUESTIONS:
RESOURCES:
BeyondGreyPinstripes.org – World’s biggest MBA database, including detailed records on 1,672 courses,
1,730 extracurriculars, and 216 research articles at 128 schools on six continents.
CasePlace.org – Free, online library of business school case studies, including 6 Featured Collections
(teaching modules) on Corporate Governance.
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A Closer Look is an occasional series of briefing papers on topical issues in MBA education, based on the research and programs of the
Aspen Institute. The Aspen Institute Business and Society Program works with senior corporate executives and MBA educators to
prepare business leaders who will effectively manage the financial, social, and environmental impacts of the private sector.
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