Communitarian Perspectives on Corporate Governance (Presentation)

8/8/2019 Communitarian Perspectives on Corporate Governance (Presentation)

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Communitarian Perspectives on

Corporate Governance

Rory Ridley-DuffFaculty Of Organisation and Management

Sheffield Hallam University

February 2006

[email protected]

PhD Available From: http://shura.shu.ac.uk/2681/(SHU Research Archive)
mailto:[email protected]://shura.shu.ac.uk/2681/http://shura.shu.ac.uk/2681/mailto:[email protected]:[email protected]:[email protected]


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Introduction

Literature Communitarianism v Individualism

Governance / Management Control

Methodology Critical Ethnography

Contributions to Knowledge Relationship Theory

Culture Theory

Governance Theory


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Literature (Chapter 2)

Communitarianism / Individualism Identity is social v individual

Common good v self-interest

Communitarian Pluralism

Governance and Control Contractual: Principal/Agent Theory (Berle and Means)

- Economic: Markets and Hierarchies (Coase, Williamson)

- Behavioural: Bounded Rationality, Cybernetics, CultureManagement (Simons, Beer, Ouchi, Peters and Waterman)


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Methodology (Chapter 3)

Critical Ethnography

Descriptive, Sensitising (Hammerley, Van Maanen)

Critical, Explanatory (Agar, Clough, Thomas, Dey)

Goal: constructed plausible reality / explanatory theory

Grounded Theory

Inductive and grounded in data (Glaser and Strauss)

Existing theory sensitises researcher (Locke, Partington)


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Relationship Theory (Chapter 4)

Relationship Dynamics People adopt intentional strategies.

To give/get attention(social rationality)

To give/get assistance(economic rationality)

Identity formation

Social / economic aspirations regarding marriage / children

economic aspirations / dependencies (wealth creating role)

social aspirations / dependencies (reproductive role)


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Relationship Theory (2)

INTIMACY

Access

Information Emotion

Physical

Intellectual Material

SocialRationality

AttentionAssistance

EconomicRationality


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Relationship Theory (3)

Incentive to (dis)agree

Incentive to (dis)agree

Decision Making Processes

Desire for intimacy

Greater dependency

EmotionInformationAccess

Attention (Social Domain)

MaterialIntellectualPhysical

Assistance (Economic Domain)


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Culture Theory (Chapter 5)

Understanding?

Yes Yes

Co-operation

Yes

Dissonance

No

Shared Understanding andValue Congruence

Physical and PsychologicalCommitment

Openness, Honesty, Intimacy

Increased commitment levels and feelings of satisfaction

DIFFERENCE Dialogue?

Dialogue?

INITIATOR RECIPIENT


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Culture Theory (2)

Dissonance

ComplianceNoYes

ConfrontationYesYes

Reject?

Reject?

YesNo

DIFFERENCE Dialogue?

Dialogue?

Resist?

Coerce?

NoNo

Physical and Psychological

Withdrawal (Illness?)

Resignation or Contract

Termination

Decreased Trust,

Openness and HonestyLower commitment levels and feelings of dissatisfaction

NoNo

INITIATOR RECIPIENT


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Governance Theory (Chapter 6)

Entrepreneurial Behaviour Outcome of childraising expectations/responsibilities

One parent oriented towards tasks (wealth creation)

Other prioritises relationships (social cohesion)

OR a delicately negotiated balance

Workplace Structures Reflect personal relationship aspirations / commitments

Facilitate (hidden) development of sexual relationships

Hidden Societal Norms Protection of the female

Control of the male

Conflicts with legal obligations towards gender equality

discriminatory against bothwomen and men


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Governance Theory (Patriarchy)Economically Rational View of Social Life (Corporate Centred)

Men

Men

Women Women

Business Class

WealthCreation

Dispossesed

Delegate Work (if desired) No Need to Do Caring

Economic Life Social Life

Managerial Class

Professional Class

Secondary Caring Role

(Necessity)

Primary/Secondary Caring

(Choice)

Labouring Class

Administrative Class

Primary/Secondary Caring

(Choice)

Primary Caring Role(Necessity)

Underclass (No paid work / illegal trading) No Caring Role


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Governance Theory (Matriarchy)Socially Rational View of Economic Life (Community Centred)

Women

Women

Men Men

No Family Life No paid work / illegal trading

No Need to Do Paid WorkDelegate Caring (if desired)

Economic LifeSocial Life

Primary Carer Part-Time Paid Work(Necessity)

Secondary Carer Full-Time Paid Work(Necessity)

No Dependents Full/Part-Time Paid Work(Choice)

Celebrity Elite

HumanReprod

uction

Dispossesed


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Communitarian Governance

PotentialEffectiveness

PotentialEfficiencies

Profitability Social Cohesion

Sustainability

EconomicRationality

Understanding of how tosatisfy (gendered) economic

goals

Social

Rationality

Understanding of how tosatisfy (gendered) social

goals

Operational

Competence

Ability to satisfyeconomic and social

goals


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Summary (Chapter 7)

Corporate Governance Existing theory cannot fully explain firm development

Theory needs to accommodate gendered social interests

Social Control and Power Power embedded in (intimate) relationships, not great

leaders

Masculine power as wealth creation skills

Feminine power as intimacy management skills

Social Enterprise Business underpinned by goals and governance structures

that are both socially and economically rational

Communitarian Perspectives on Corporate Governance (Presentation)

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