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Corporate Leadership and Governance for Increasing Stakeholder Involvement and Developing Stronger Connections

Corporate Leadership and Governance for Increasing Stakeholder Involvement and Developing Stronger Connections

Coulson-Thomas, Colin (2018) Corporate Leadership and Governance for Increasing Stakeholder Involvement and Developing Stronger Connections. Effective Executive, XXI (1). pp. 7-25. ISSN 0972-5171

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Abstract

Many organisations and their supply chains are networks of relationships, but greater connectivity, additional connections and more intimate relationships can involve costs and risks as well as confer benefits, while inappropriate relationships can be harmful. Aspects of company law and regulation and contemporary corporate leadership and governance codes, priorities and practices favour some stakeholders over others and can hinder rather than help the building of relationships with a wider range of stakeholders. Directors and boards need to consider what changes are needed in priorities, practices and initiatives to accommodate disruptive technologies, new business models and the sharing economy; better understand the perspectives, aspirations and requirements of stakeholders; and involve, engage and motivate them in order to achieve more balanced, relevant, cost-effective and mutually beneficial relationships with them. Consideration is also required of whether such changes and a more socially responsible approach to business might help to establish and/or re-build trust and encourage closer collaboration and more co-creation of value.

Item Type: Article
Uncontrolled Keywords: Leadership, Corporate leadership, Governance, Corporate Governance, Boards of Directors, Stakeholders, Shareholders, Engagement, Stakeholder engagement, Involvement, Stakeholder involvement, Relationships, Stakeholder relationships, Sustainability, Trust, Legitimacy, Questioning corporate governance, Managing risk, Preventing fraud, Stakeholder management, Relationships, Building relationships, Building stakeholder relationships, Widening perspectives, Building better boards, Countervailing power, Sustainability challenges, Boardroom issues, Boardroom perspectives, Responsible business, Corporate social responsibility.
Subjects: H Social Sciences > HF Commerce
Faculty / Department / Research Group: Faculty of Business
Faculty of Business > Department of Human Resources & Organisational Behaviour
Faculty of Business > Leadership & Organisational Behaviour Research Group (LOB)
Faculty of Business > Centre for Work and Employment Research (CREW) > Leadership & Organisational Behaviour Research Group (LOB)
Related URLs:
Last Modified: 13 Mar 2018 17:00
Selected for GREAT 2016: None
Selected for GREAT 2017: None
Selected for GREAT 2018: None
Selected for GREAT 2019: None
URI: http://gala.gre.ac.uk/id/eprint/19401

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