Strategic Management: Concepts and Cases

Part III: Strategic Actions: Strategy Implementation Chapter 10: Corporate Governance

The Strategic Management Process

Chapter 10: Corporate Governance (CG)

Overview: Eight content areas Define CG and its monitor/control of managers decisions Separation between ownership and management control Agency relationship and managerial opportunism Three internal governance mechanisms used to monitor/control management decisions External corporate governance mechanisms: management restraint Executive compensation - types and effects Use of external CG in international settings How CG fosters ethical strategic decisions
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CG and Its Effect on the Lives of CEOs

In 2006 record number of CEOs lost jobs Dismissal Retirement Recruitment to another firm Partly due to increasing scrutiny by Boards Governance activists Increased pressure from the market for corporate control Media Trend: decrease in average tenure (current: 18-24 mo.) Result: CEOs looking at short-term vs. long-term
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CG and Its Effect on the Lives of CEOs

CEOs now serving on fewer external boards

(Contd)

CG: Double-edged sword

Can put an end to scandals Might restrictive CEOs (i.e., they wont take risks)

Chapter 10: Corporate Governance (CG)

Overview: Eight content areas Define CG and its monitor/control of managers decisions Separation between ownership and management control Agency relationship and managerial opportunism Three internal governance mechanisms used to monitor/control management decisions External corporate governance mechanisms: management restraint Executive compensation - types and effects Use of external CG in international settings How CG fosters ethical strategic decisions
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Introduction
Corporate Governance (CG) Set of mechanisms used to manage the relationships (and conflicting interests) among stakeholders, and to determine and control the strategic direction and performance of organizations (aligning strategic decisions with company values) Effective CG interest to nations as it reflects

societal standards

Firms shareholders are treated as key stakeholders as they are the companys legal owners
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Chapter 10: Corporate Governance (CG)

Overview: Eight content areas Define CG and its monitor/control of managers decisions Separation between ownership and management control Agency relationship and managerial opportunism Three internal governance mechanisms used to monitor/control management decisions External corporate governance mechanisms: management restraint Executive compensation - types and effects Use of external CG in international settings How CG fosters ethical strategic decisions
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Separation of Ownership and Managerial Control

Introduction

Historically, firms managed by founder-owners & descendants Separation of ownership and managerial control allow shareholders to purchase stock, entitling them to income (residual returns) implies risk for this group who manage their investment risk Shareholder value reflected in price of stock

Separation of Ownership and Managerial Control

(Contd)

Introduction Small firms managers are high percentage owners, which implies less separation between ownership and management control

Usually implies family-owned businesses This group faces 2 critical issues 1. As they grow, they may not have access to all needed skills to manage the growing firm and maximize its returns, so may need outsiders to improve management 2. May need to seek outside capital (whereby they give up some ownership control)
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Separation of Ownership and Managerial Control

(Contd)

Agency relationships Relationships between business owners (principals) and decision-making specialists (agents) hired to manage principals' operations and maximize returns on investment (and focus of this chapter) Other agency relationship examples: Consultants/clients; insured/insurer; manager/employee

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Separation of Ownership and Managerial Control

(Contd)

Agency relationships

(Contd)

Managerial Opportunism: Seeking self-interest with guile (i.e., cunning or deceit)

Opportunism: an attitude and set of behaviors

Managers dont know which agents will enact managerial opportunism

Principals establish governance and control mechanisms to prevent agents from acting opportunistically
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An Agency Relationship

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Separation of Ownership and Managerial Control

(Contd)

Agency problems: Product diversification Can result in 2 manager benefits shareholders dont enjoy

1. Increase in firm size 2. Firm portfolio diversification which can reduce top executives employment risk (i.e., job loss, loss of compensation and loss of managerial reputation)

Diversification reduces these risks because a firm and its managers are less vulnerable to the reduction in demand associated with a single or limited number of product lines or businesses
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Separation of Ownership and Managerial Control

(Contd)

Agency problems: Firms free cash flow

Resources remaining after the firm has invested in all projects that have positive net present values within its current businesses Available cash flows

Managerial inclination to overdiversify can be acted upon Shareholders may prefer distribution as dividends, so they can control how the cash is invested

Curve S depicts shareholders optimal level of diversification where Point A is preferred by shareholders and Point B by top executives

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Manager and Shareholder Risk and Diversification

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Separation of Ownership and Managerial Control

(Contd)

Agency costs and governance mechanisms

Sum of incentive costs, monitoring costs, enforcement costs, and individual financial losses incurred by principals, because governance mechanisms cannot guarantee total compliance by the agent Costs associated with agency relationships, and effective governance mechanisms should be employed to improve managerial decision making and strategic effectiveness Sarbanes-Oxley Act
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Ownership Concentration
Introduction: Key concepts

Ownership Concentration: Governance mechanism defined by both the number of large-block shareholders and the total percentage of shares they own Large Block Shareholders: Shareholders owning a concentration of at least 5 percent of a corporations issued shares
Institutional Owners: Financial institutions such as stock mutual funds and pension funds that control large-block shareholder positions
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Ownership Concentration
Introduction: Key concepts Institutional Owners (Contd)

(Contd)

The growing influence of institutional owners Provides size to influence strategy and the incentive to discipline ineffective managers Increased shareholder activism supported by SEC rulings in support of shareholder involvement and control of managerial decisions

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The Board of Directors (BOD)

Introduction

Group of shareholder-elected individuals (usually called directors) whose primary responsibility is to act in the owners interests by formally monitoring and controlling the corporations top-level executives

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The Board of Directors (BOD)

(Contd)

As stewards of an organization's resources, an

effective and well-structured board of directors can influence the performance of a firm

Oversee managers to ensure the company is operated in ways to maximize shareholder wealth Direct the affairs of the organization Punish and reward managers

Protect shareholders rights and interests

Protect owners from managerial opportunism
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3 types: Insider, related outsider and outsider

The Board of Directors (BOD)

(Contd)

Historically, BOD dominated by inside managers Managers suspected of using their power to select and compensate directors NYSE implemented an audit committee rule requiring outside directors to head audit committee (a response to SECs proposal requiring audit committees be made up of outside directors) Sarbanes-Oxley Act passed leading to BOD changes CG becoming more intense through BOD mechanism BOD scandals led to trend of separating roles of CEO and Chairperson
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The Board of Directors (BOD)

Outside directors

(Contd)

Improve weak managerial monitoring and control that corresponds to inside directors
Tend to emphasize financial controls, to the detriment of risk-related decisions by managers, as they do not have access to daily operations and a high level of information about managers and strategy

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The Board of Directors (BOD)

Outside directors

(Contd)

(Contd)

Large number of outsiders can create problems

Limited contact with the firms day-to-day operations and incomplete information about managers results in ineffective assessments of managerial decisions and initiatives. emphasizes financial, as opposed to strategic, controls to gather performance information to evaluate performance of managers & business units, which could reduce R&D investments, increase diversification, and pursue higher compensation to offset their employment risk
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The Board of Directors (BOD)

(Contd)

Enhancing BOD effectiveness (N=5 changes) Increased diversity in board members backgrounds

Establishment and consistent use of formal processes to evaluate the boards performance

Creation of a lead director role that has strong agenda-setting and oversight powers
Modified compensation of directors

Requires that directors own significant stakes in the company in order to keep focused on shareholder interests
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Chapter 10: Corporate Governance (CG)

Overview: Eight content areas Define CG and its monitor/control of managers decisions Separation between ownership and management control Agency relationship and managerial opportunism Three internal governance mechanisms used to monitor/control management decisions External corporate governance mechanisms: management restraint Executive compensation - types and effects Use of external CG in international settings How CG fosters ethical strategic decisions
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Executive Compensation (EC)

Executive compensation (EC): Defined: Governance mechanism that seeks to align the interests of top managers and owners through salaries, bonuses, and long-term incentive compensation, such as stock awards and stock options Thought to be excessive and out of line with performance

Alignment of pay and performance: complicated board responsibility The effectiveness of pay plans as a governance mechanism is suspect
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Executive Compensation (EC)

(Contd)

The effectiveness of executive compensation Complicated, especially long-term incentive comp

The quality of complex and nonroutine strategic decisions that top-level managers make is difficult to evaluate Decisions affect financial outcomes over an extended period, making it difficult to assess the effect of current decisions on corporation performance External factors affect a firms performance in addition to top-level management decisions and behavior

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Executive Compensation (EC)

(Contd)

The effectiveness of executive compensation (Contd)

Performance-based compensation used to motivate decisions that best serve shareholder interest are imperfect in their ability to monitor and control managers Incentive-based compensation plans intended to increase firm value, in line with shareholder expectations, subject to managerial manipulation to maximize managerial interests Many plans seemingly designed to maximize manager wealth rather than guarantee a high stock price that aligns the interests of managers and shareholders
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Executive Compensation (EC)

(Contd)

The effectiveness of executive compensation

(Contd)

Stock options are highly popular

Repricing: strike price value of options is commonly lowered from its original position Backdating: options grant is commonly dated earlier than actually drawn up to ensure an attractive exercise price

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Market for Corporate Control

Market for Corporate Control

Definition: external governance mechanism consisting of a set of potential owners seeking to acquire undervalued firms and earn above-average returns on their investments

Becomes active when a firms internal controls fail

address weak internal corporate governance correct suboptimal performance relative to competitors, and discipline ineffective or opportunistic managers.

Need (for external mechanisms) exists to

External mechanisms are less precise than internal governance mechanisms

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Market for Corporate Control

Managerial defense tactics

Hostile takeovers are the major activity

Not always due to poor performance

Consequent to tactics are the defenses

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Chapter 10: Corporate Governance (CG)

Overview: Eight content areas Define CG and its monitor/control of managers decisions Separation between ownership and management control Agency relationship and managerial opportunism Three internal governance mechanisms used to monitor/control management decisions External corporate governance mechanisms: management restraint Executive compensation - types and effects Use of external CG in international settings How CG fosters ethical strategic decisions
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International Corporate Governance

Corporate Governance in Germany

Concentration of ownership is strong

Banks exercise significant power as a source of financing for firms

Two-tiered board structures, required for larger employers, place responsibility for monitoring and controlling managerial decisions and actions with separate groups
Power sharing includes representation from the community as well as unions
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International Corporate Governance

(Contd)

Corporate Governance in Japan Cultural concepts of obligation, family, and consensus affect attitudes toward governance

Close relationships between stakeholders and a company are manifested in cross-shareholding, and can negatively impact efficiencies Banks play an important role in financing and monitoring large public firms Despite the counter-cultural nature of corporate takeovers, changes in corporate governance have introduced this practice

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International Corporate Governance

Global Corporate Governance

(Contd)

Relatively uniform governance structures are evolving

These structures are moving closer to the U.S. corporate governance model Although implementation is slower, merging with U.S. practices is occurring even in transitional economies

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Chapter 10: Corporate Governance (CG)

Overview: Eight content areas Define CG and its monitor/control of managers decisions Separation between ownership and management control Agency relationship and managerial opportunism Three internal governance mechanisms used to monitor/control management decisions External corporate governance mechanisms: management restraint Executive compensation - types and effects Use of external CG in international settings How CG fosters ethical strategic decisions
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Governance Mechanisms and Ethical Behavior

It is important to serve the interest of the firms multiple

stakeholder groups In the U.S., shareholders (in the capital market stakeholder group) are the most important stakeholder group served by the board of directors Governance mechanisms focus on control of managerial decisions to protect shareholders interests

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Governance Mechanisms and Ethical Behavior

(Contd)

Product market stakeholders (customers, suppliers and

host communities) and organizational stakeholders (managerial and non-managerial employees) are also important stakeholder groups Although the idea is subject to debate, some believe that ethically responsible companies design and use governance mechanisms that serve all stakeholders interests Importance of maintaining ethical behavior through governance mechanisms just remember Enron and Arthur Andersen!
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