By Roger Strange, Gregory Jackson (eds.)
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Extra info for Corporate Governance and International Business: Strategy, Performance and Institutional Change
Meanwhile, other findings suggest that large blockholders were likely to support adoption, rather than hinder it. The result suggests the potential importance of changes in actors’ preferences over time to supporting new sets of practices. In their conclusion, Buck and Chizema raise some critical issues with regard to how these contradictory pressures for adoption and non-adoption may play out over time – such as a growing diversity of practices across firms, and most importantly, the potential ‘translation’ of Anglo-American practices into a more egalitarian, camouflaged variation on the American template (Buck and Shahrim, 2005).
In Chapter 10, John Dunning examines the topic of corporate social responsibility (CSR) from an institutional perspective. While noting that IB scholarship has been largely focused on the creation of wealth in the physical environment, Dunning argues that changes in the human environment have made societal goals and also CSR practices more salient. While a congruence between private interests of firms and their contribution to societal interests is often seen as existing through the mechanisms of the market, several common types of market failures create an important gap for CSR as an element of corporate governance and consequently as an important research agenda for IB scholars.
Aoki, M. (2007). ‘Endogenizing institutions and their changes’. Journal of Institutional Economics, 3(1): 1–31. Aoki, M. and Jackson, G. (2008). ‘Understanding the emerging diversity of corporate governance and organizational architecture’. Industrial and Corporate Change, forthcoming. Barney, J. B. (1991). ‘Firm resources and sustained competitive advantage’. Journal of Management, t 17(1): 99–120. Buck, T. W. and Shahrim, A. (2005). ‘The translation of corporate governance changes across national cultures: the case of Germany’.