De Lange suggests a new contextually linked building block model to develop theories of the firm in the field of strategy and organizations. Using this approach, she proposes two models: one that is a realistic American version and another that is a futuristic sustainable model. Both are new networked models that integrate current theories; a review of international corporate governance supports the sustainable firm that solves problems of the current one. Through a revised theoretical lens, the book answers a provocative question surrounding modern corporate America: Who wields the power? In this investigative look at the institutional mechanisms behind who is truly running the show, Cliques and Capitalism seeks to not only explain why the current corporate system fails to function well, but also offers solutions for improved corporate governance through a new sustainable model.
Table des matières
Table of Contents List of Figures List of Tables Foreward Preface Acknowledgements Introduction Part I Corporate Governance Views and Theories Chapter 1: Who Holds the Power? Corporate Governance in America Chapter 2: A Review of Theories for the Modern Firm; Realistic Theoretical Choices; Embeddedness and Networks; Institutional Theory; Agency Theory Part II A Modern Networked Theory of the Firm Chapter 3: A Network Governance Model of the Firm Chapter 4: The Working Firm Chapter 5: The Legitimizing Firm Chapter 6: The Stock Market Bureaucracy Part III Case Study: The Financial Crisis in America Chapter 7: Power of the Middlemen Chapter 8: Cliques of Legitimizing Leaders Chapter 9: Democratization as an Institutionalized Myth Part IV Solutions: Sustainable Corporate Governance Chapter 10: A Superior Model – Sustainability Chapter 11: Examples of International Corporate Governance Chapter 12: Scenarios for a Redistribution of Power in America Part V Conclusions Chapter 13: Implications and Future Research for Management Scholars Chapter 14: Implications for Policy and Practice Appendices Bibliography Index
A propos de l’auteur
DEBORAH DE LANGE Assistant Professor of Strategy and Business, Sawyer Business School, Suffolk University, UK.
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