STRATEGIC MANAGEMENT & BUSINESS POLICY

13TH EDITION
THOMAS L. WHEELEN J. DAVID HUNGER
Corporation: a mechanism established to allow different
parties to contribute capital, expertise and labor for
their mutual benefit

Corporation is governed by the board of directors

that oversees top management with the
concurrence/agreement of the shareholders.

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Corporate governance: the relationship among the
board of directors, top management and shareholders in
determining the direction and performance of the
corporation

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Due care: Board of directors are
responsible that the corporation is
not harmed by members of the
board. Directors can be held liable

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 Responsibilities of the Board of Directors
1. Sets corporate strategy, overall direction, mission,
or vision
2. Hires and fires the CEO and top management
3. Controls, monitors, or supervises top management
4. Reviews and approves the use of resources
5. Cares for shareholders’ interests
6. Assures that the corporation is managed in
accordance with state laws, security regulations and
conflict of interest situations

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 Average time spent by boards
• A 2008 global survey of directors by McKinsey &
Company revealed the average amount of time
boards spend on a given issue during their
meetings
• Strategy—24%
• Execution (prioritizing programs and approving
mergers and acquisitions)—24%
• Development of incentives and measuring
performance)—20%
• Governance and compliance -17%
• Talent management—11%
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 Role of the Board in Strategic
Management
• Monitor developments inside and outside
the corporation
• Evaluate and Influence management
proposals, decisions and actions
• Initiate and Determine the
corporation’s mission and strategies
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 Board of Directors Continuum

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 Members of a Board of Directors
Inside Directors are officers or executives
employed by the board’s corporation, working in
the corporation.
Outside Directors are executives of other firms
but are not employees of the board’s
corporation.
In USA, Canada the majority of board members
outsiders. In Japan insiders the majority. In
almost insiders only.
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 Members of a Board of Directors

Affiliated directors- not employed by the corporation,

handle legal or insurance work

Retired executive directors- used to work for the

corporation, partly responsible for past decisions
affecting current strategy

Family directors- descendents of the founder and own

significant blocks of stock

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 Members of a Board of Directors
Agency theory problems arise in corporations because
top management is not willing to accept responsibility
for their decisions unless they own a substantial amount
of stock in the corporation. (Agent=manager)
• Stewardship/caring theory it suggests that
executives tend to be more motivated to act in the best
interests of the corporation than in their own self-
interests. Stewardship theory focuses on the higher-
order needs, such as achievement and self-
actualization.
• The theory argues that senior executives over time tend
to view the corporation as an extension of themselves.
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• Co-determination: Should Employees
Serve on Boards?
• Corporations such as Chrysler, Northwest
Airlines, United Airlines (UAL), and
Wheeling-Pittsburgh Steel added
representatives from employee
associations to their boards as part of
union agreements or Employee Stock
Ownership Plans (ESOPs).

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 Interlocking/sharing
directorate
• Occurs when two firms share a director
or when an executive of one firm sits
on the board of a second firm.
• An indirect interlock occurs when two
corporations have directors who also
serve on the board of a third firm, such as
a bank.

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Interlocking Directorates- useful for gaining both
inside information about an uncertain environment and
objective expertise about potential strategies and tactics
• Interlocking could be direct or indirect:
Direct interlocking directorate- when two firms share
a director or when an executive of one firm sits on the
board of a second

Indirect interlocking directorate- when two

corporations have directors who serve on the board of a
third firm

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 Board of Directors

Organization of the Board

• Size
– Determined by charter and bylaws
• The average large, publicly held U.S. firm has 10
directors on its board. The average small,
privately held company has 4-5 members. In
Japan, 14; Non-Japan Asia, 9; Germany, 16;
UK, 10; and France, 11.

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 Nomination and Election of Board Members

97% of U.S. boards use nominating

committees to identify potential board
members

Staggered boards- only a portion of board members

stand for re-election when directors serve more than
one year terms

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 Nomination and Election of Board Members
Criteria for a good director include:
1. Willingness to challenge management when necessary
2. Special expertise that is important to the company
3. Available for outside meetings to advise management
4. Expertise on global issues
5. Understands the firm’s key technologies and
processes
6. Brings external contacts that are potentially valuable
to the firm
7. Has detailed knowledge of the firm’s industry
8. Has high visibility in their field
9. Is accomplished at representing the firm to
stakeholders

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Approximately 70% of the top executives of U.S.
publicly held companies hold the dual/double
designation of Chairman and CEO

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Lead Director- is consulted by the Chair/CEO regarding
board affairs and coordinates the annual evaluation of
the CEO

• 96% of U.S. companies that combine the Chairman and

CEO positions had a lead director

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 Impact of the Sarbanes-Oxley Act on U.S.
Corporate Governance

Sarbanes Oxley Act 2002- designed to protect

shareholders from excesses and failed oversight of
boards of directors
– Whistleblower procedures
– Improved corporate

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 Impact of the Sarbanes-Oxley Act on U.S.
Corporate Governance

• Evaluating Governance
– Rating agencies
– S&P Corporate Governance Scoring System
• Avoiding Governance Improvements
– Multiple classes of stock
– Public to private ownership
– Controlled companies

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 Trends in Corporate Governance
1. Boards shaping company strategy
2. Institutional investors active on boards
3. Shareholder demands that directors and top
management own significant stock
4. More involvement of non-affiliated outside directors
5. Increased representation of women and minorities
6. Boards evaluating individual directors
7. Smaller boards
8. Splitting the Chairman and CEO positions
9. Shareholders may begin to nominate board members
10. Society expects boards to balance profitability with
social needs of society

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 Responsibilities of Top Management

Executive leadership is the directing of activities toward

the accomplishment of corporate objectives. Sets the
tone for the entire corporation

Strategic vision- description of what the company is

capable of becoming

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 Responsibilities of Top Management

Transformational Leaders provide change and

movement in an organization by providing a vision for that
change.

Characteristics include:

• CEO articulates a strategic vision for the corporation

• CEO presents a role for others to identify with and to
follow
• CEO communicates high performance standards and also
show confidence in the followers’ abilities to meet these
standards

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 Cutting-Edge Approaches To
• Three contemporary
Leadership
approaches to leadership:
• First: Transformational-
Transactional Leadership
• Transactional - leaders who
guide or motivate their followers
in the direction of established
goals by clarifying role and task
requirements.
17-25
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 Cutting-Edge Approaches To
• transformational - inspire followers to
Leadership
transcend\increase their own self-interests
for the good of the organization.
• Capable of having profound effect on
followers.
• Pay attention to concerns of followers.
• change followers’ awareness of issues.
• Excite and inspire followers to put forth
extra effort.
• Built on top of transactional leadership.
• Good evidence of superiority of this type
of leadership.
17-26
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 Managing the Strategic Planning Process
Strategic planning staff- supports both top management
and the business units in the strategic planning process

Major responsibilities include:

• Identifying and analyzing company-wide strategic issues,

and suggesting corporate strategic alternatives to top
management
• Work as facilitators with business units to guide them
through the strategic planning process

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1. When does a corporation need a board of directors?
2. Who should and should not serve on a board of directors?
3. Should a CEO be allowed to serve on another company’s
board of directors?
4. What would be the result if the only insider on a corporation’s
board were the CEO?
5. Should all CEOs be transformational leaders? Would you like
to work for a transformational leader?

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 Styles of Corporate Governance

Entrepreneurship Partnership
High Management Management

Degree of Chaos Marionette

Involvement low Management Management
By top
management
High
Low

Degree of involvement by board of directors

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 Styles of Corporate Governance
• Chaos Management
• When both the board of directors and top management
have little involvement in the strategic management
process.
• The board waits for top management to bring it
proposals.
• Top management is operationally oriented and
continues to carry out strategies, policies, and programs
specified by the founding entrepreneur who died
years ago.
• There is no strategic management being done here.

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Styles of Corporate Governance
• Entrepreneurship Management
• A corporation with an uninvolved board of
directors but a highly involved top management
has entrepreneurship management.
• The board is willing to be used as a rubber
stamp for top management's decisions.
• The CEO, operating alone or with a team,
dominates the corporation and its strategic
decisions.

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Styles of Corporate Governance
• Marionette\dummy Management
• Probably the rarest form of strategic management style,
• Marionette management occurs when the board of
directors is deeply involved in strategic decision making,
but top management is primarily concerned with
operations.
• Such a style evolves when a board is composed of key
stockholders who refuse to delegate strategic decision
making to the president.
• This style also occurs when a board fires a CEO but is
slow to find a replacement.
• Marionette Management occurred at Winnebago
Industries when the company's Board of Directors,
chaired by its founder, 72-year-old John K. Hanson, took
away Ronald Haugen's title as chief executive officer,
but left him as company president.
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 Social Responsibility

Broader responsibility:

• Private corporation has responsibilities

to society that extend beyond making a
profit.

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 Social Responsibility
Friedman’s Traditional View

“There is one and only one social

responsibility of business – to use its
resources and engage in activities
designed to increase its profits…”

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 Social Responsibility
Carroll’s Four Responsibilities

• Economic: produce goods and services

of value to society.
• Legal: abide by law, avoid
discrimination.
• Ethical: respect beliefs in society.
• Discretionary/flexible :pure voluntary
obligations.
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 Responsibilities of Business

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 Social Responsibility
Benefits
•Environmental concerns may enable
the firm to charge premium prices and
Ben & Jerry’s gain brand loyalty

•Trustworthiness may help generate

enduring relationships with suppliers
Maytag and distributors without spending time
and money policing contracts

•Can attract outstanding employees

Procter &
Gamble who prefer working for a responsible
firm

•More likely to attract capital from

Rubbermaid investors who view reputable
companies as desirable
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 Discussion
• What is the relationship between
corporate governance and social
responsibility?
The board of directors is in a unique
position to view the corporation as a
whole and to evaluate management's
performance in terms of stakeholder
criteria.
 Social Responsibility: Balancing
Commitments to Stakeholders
Stakeholders: Groups, individuals, and organizations that
are directly affected by the practices of an organization

Employees Investors

Customers CORPORATION Suppliers

Local
Communities
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 Social Responsibility
• It refers to the way in which a business tries to balance its
commitments to certain groups and individuals in its social
environment.
• Customers: Treat customers fairly and honestly (Examples
of companies with excellent reputations in this area: L.L.
Bean, Nordstrom, Dell Computer Corporation)
• Employees: Treat employees fairly, with respect for their
dignity and basic human needs (Examples of companies with
excellent reputations in this area: 3M, Southwest Airlines)
• Investors: Manage financial resources honestly and openly
• Suppliers: Seek mutually beneficial partnerships
• Local Communities: Minimize damage and maximize
contributions to local communities

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 Reasons for Unethical
Behavior
Moral Relativism

– Morality is relative to some

personal, social or cultural
standard and that there is no
method for deciding whether one
decision is better than another.

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 Social Responsibility
Kohlberg’s Levels of
Moral Development

– Preconventional Level
– Concern for self

– Conventional\conservative Level
– Consideration of laws and norms

– Principled Level
– Adherence to internal moral code
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 Social Responsibility

Code of Ethics:
– Specifies how an organization
expects its employees to behave
while on the job.

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The Evolution of Social Responsibility
1.Entrepreneurial Era: In the late 1800s,
big business began to flourish, but labor
strife, predatory\greedy business
practices, and environmental degradation
were rampant\out of control. Issued
nation’s first law regulating basic business
practices.
2.The Great Depression: The collapse of
business and banking institutions in the
1930s, combined with widespread job
loss, led to a redefinition of the role of
business to include protecting and
enhancing the general welfare of
The Evolution of Social Responsibility
3- The Era of Social Activism: Social unrest in
the 1960s and 1970s led to laws that further
expanded the role of business in promoting
general welfare. When at that time
characterized business as a negative social
force. Many companies blamed to promote
Vietnam war to sell weapons.
4- Contemporary Social Consciousness: Through
the economic expansion of the 1990s, many
firms have begun to integrate socially
conscious thinking into their production
and marketing plans. In many industries, this
approach has manifested itself in
environmentally friendly products. Another
emerging example is the extension of
 What Is Ethical Behavior?
Ethics: Right and wrong, good
and bad, in actions that affect
others. shaped by personal
values and morals

Ethical Behavior: Conforming

to generally accepted ethical
norms.
Business ethics: Ethical or
unethical behaviors of
managers and employers of an
organization.

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 Discussion
• Identify examples of ethical and unethical business
practices.
– Ethical Business Practices: Examples: Donating a
percentage of profits to charity and community causes (Ben &
Jerry’s donates 7-1/2% of pre-tax profits, and Levi Strauss
donates 2.4% of pre-tax profits to a variety of causes),
encouraging employees to engage in volunteer work using
paid work-release time (Walt Disney’s VoluntEARS program),
recycling (McDonald’s has a far-reaching environmental
protection program).
– Unethical Business Practices: Examples: Forwarding
“marketing research” results to sales people, excessive
violence in video games, and of course all forms of illegal
behavior (e.g. deliberately selling cigarettes to minors).

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Assessing Ethical Behavior
Approaches to Ethical Behavior
– Utility: Does a particular act optimize the
benefits to those who are affected by it? Do
all relevant parties receive “fair” benefits?
– Individual Rights: Does the act respect the
rights of all individuals involved?
– Justice: Is the act consistent with what’s
fair? E.g., level of salary, working hours.
– Caring: Is the act consistent with people’s
responsibilities to each other? Every party
will be committed toward each other, the
consultant will finish his duty and the company
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will pay.
 Social Responsibility

Approaches to Ethical Behavior

• Categorical imperatives\crucial
“golden rules”
Not restrict others behavior

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 Responsibility Toward the
Environment
• Encompasses
three main areas:
1. Air pollution
2. Water pollution
3. Land pollution
– Toxic\deadly
waste
– Recycling

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 Areas of Social Responsibility
– Green Marketing: The marketing of
environmentally friendly goods: e.g.,
power saving computers and
monitors
• Includes a number of strategies
and practices:
–Production processes
–Product modifications
–Carbon offsets/balance
–Packaging reduction
–Sustainability
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 Areas of Social Responsibility
• Green washing: Using advertising
to project a green image without
adopting substantive
environmentally friendly change.
• Federal Trade Commission (FTC)
started hearings in January 2008
regarding green marketing claims

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 Responsibility Toward
Customers
Consumer Rights

Unfair Pricing

Ethics in Advertising
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 Responsibility Toward Customers
– Involves providing quality products and pricing
products fairly
• Consumerism
– Social activism dedicated to protecting the
rights of consumers in their dealings with
businesses
• Basic Consumer Bill of Rights
1. To possess safe products
2. To be informed about all relevant aspects of a
product
3. To be heard
4. To choose what to buy
5. To be educated about purchases
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6. To receive courteous/considerable service
 Areas of Social Responsibility
(cont’d)
• Unfair Pricing
– Collusion/agreement: When two or more
firms agree to collaborate on such
wrongful acts as price fixing.
– Price gouging/scoring: Responding to
increased demand with overly steep (and
often unwarranted) price increases
• Ethics in Advertising
– Truth in advertising
– Morally objectionable/offensive
advertising, e.g., using naked woman
picture in ads.
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 Responsibility Toward
Employees
• Legal and social commitments: Legally,
companies are required to refrain from
discrimination against any worker based
on race, gender, religion, nationality or
other irrelevant factors. Ethically, many
people feel that companies should ensure
that the workplace is physically and
socially safe.
• How far should companies extend
themselves to help employees who are
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 Responsibility Toward Investors

• Improper financial management:

• Offenses are typically unethical, rather than illegal. Examples include
excessive salaries, and lavish\plentiful or frivolous perks\bonus (e.g.
regular corporate “retreats” to exotic\interesting island resorts).
• Check kiting:
• Responsibility towards investors has several components:
• Illegal practice of writing checks against money that has not yet arrived at
the bank on which it is drawn.
• Insider trading:
• Illegal practice of using confidential information to gain from the purchase
or sale of stocks.
• Misrepresentation of finances:
• Typically, this takes the form of overly optimistic projections of earnings.

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 Review
• What are the Carroll’s four social
Responsibilities of companies? Is there a
consensus on the concept of social
responsibilities? What is the relationship
between social responsibility and ethics?
Try to be practical in your answer.

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 Discussion
• Should all CEOs be transformation leaders? Would you
like to work for a transformational leader?
• According to the text, top management must successfully
handle two responsibilities that are crucial to the effective
strategic management of the corporation: (1) provide
executive leadership and a strategic vision and (2) manage
the strategic planning process. The successful CEOs often
provide this executive leadership by taking on many of the
characteristics of the transformation leader by
communicating a clear strategic vision, demonstrating a
strong passion for the company, and communicating clear
directions to others. Such transformational leaders, like Bill
Gates at Microsoft, Steve Jobs at Apple, and Anita Roddick
at The Body Shop, are able to command respect and
energize their employees.
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