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Books on the topic 'Stakeholder Capitalism'

Author: Grafiati

Published: 25 August 2021

Last updated: 18 February 2022

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1

Markets not stakes: The triumph of capitalism and the stakeholder fallacy. London: Orion, 1998.

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2

Mulcahy, Sancha M. T. Stakeholder capitalism: A survey of pharmaceutical and chemical companies in Ireland. Dublin: University College Dublin, 1996.

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3

Neumann, Lothar F. Kosmopoliten im global Village: Shareholder, Stakeholder, Index-Tracker, Bondholder. Frankfurt am Main: Lang, 2006.

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4

1963-, Alstott Anne, Wright Erik Olin, and Real Utopias Project, eds. Redesigning distribution: Basic income and stakeholder grants as alternative cornerstones for a more egalitarian capitalism. New York: Verso, 2006.

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5

1970-, Kelly Gavin, Kelly Dominic 1965-, and Gamble Andrew, eds. Stakeholder capitalism. Houndmills, Basingstoke [England]: Macmillan Press, 1997.

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6

Schwab, Klaus. Global Reset: The Case for Stakeholder Capitalism. Wiley & Sons, Limited, John, 2021.

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7

Schwab, Klaus. Global Reset: The Case for Stakeholder Capitalism. Wiley & Sons, Incorporated, John, 2020.

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8

Schwab, Klaus. Global Reset: The Case for Stakeholder Capitalism. Wiley & Sons, Incorporated, John, 2020.

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9

Hirota, Shinichi. Corporate Finance and Governance in Stakeholder Society: Beyond Shareholder Capitalism. Taylor & Francis Group, 2017.

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10

Corporate Finance and Governance in Stakeholder Society: Beyond Shareholder Capitalism. Taylor & Francis Group, 2015.

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11

Minford, Patrick. Markets Not Stakes - The Triumph of Capitalism and the Stakeholder fallacy. Texere Publishing, 2000.

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12

Mansell, Samuel F. Capitalism, Corporations and the Social Contract: A Critique of Stakeholder Theory. Cambridge University Press, 2015.

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13

Capitalism, Corporations and the Social Contract: A Critique of Stakeholder Theory. Cambridge University Press, 2013.

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14

Steve, Colwell, Political Economy Research Centre (University of Sheffield), and Stakeholder Capitalism: Blind Alley or Best Hope? (Conference) (1996 : Sheffield), eds. Reports from Stakeholder Capitalism: Blind Alley or Best Hope? a conference which took place on 28th and 29th March 1996. Sheffield: Political Economy Research Centre, 1996.

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15

The Structure of Global Capitalism. Volume 2. The Stakeholder/Shareholder Relationship and Corporate Governance from the viewpoint of Anthony Giddens´ ... Theory Volume 2 from page 217 to page 405. BoD, 2006.

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16

The Structure of Global Capitalism. Volume 1. The Stakeholder/Shareholder Relationship and Corporate Governance from the viewpoint of Anthony Giddens´ ... Theory Volume 1 from page 1 to page 211. BoD, 2006.

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17

Michie, Jonathan, Joseph R. Blasi, and Carlo Borzaga, eds. The Oxford Handbook of Mutual, Co-Operative, and Co-Owned Business. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780199684977.001.0001.

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This handbook investigates ‘member-owned’ organizations, whether consumer co-operatives, agricultural and producer co-operatives, worker co-operatives, mutual building societies, friendly societies, credit unions, solidarity organizations, mutual insurance companies, or employee-owned companies. Such organizations can be owned by the consumers, producers, or employees—whether through single-stakeholder or multi-stakeholder ownership. ‘Employee-owned’ business means businesses where a significant proportion of the company is owned by its employees, whether as individual shareholders or through a trust, or some combination of the two; ‘significant’ is generally taken as at least 25 per cent. This complex set of organizations is named differently across countries: from ‘mutuals’ in the United Kingdom, to ‘solidarity co-operatives’ in Latin America. In some countries, such organizations are not officially recognized. For the sake of clarity, the handbook will refer to member-owned organizations to encompass the variety of non-investor-owned organizations, and in the national case-study chapters the terms used will be those most widely employed in that country. These alternative corporate forms have emerged in a variety of economic sectors in almost all advanced economies since the time of the Industrial Revolution and the development of capitalism, through the subsequent creation and dominance of the limited liability company. Until recently, these organizations were generally regarded as a rather marginal component of the economy. However, in recent years, they have come to be seen in some countries as potentially attractive in light of their ability to tackle various economic and social concerns, and their relative resilience during the financial and economic crises of 2007–2016.

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18

Cohen, Maurie J. Workers—and Consumers—of the World Unite! Opportunities for Hybrid Co-operativism. Edited by Jonathan Michie, Joseph R. Blasi, and Carlo Borzaga. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780199684977.013.26.

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It has long been acknowledged that co-operatives can buffer economic insecurity, offset some of the vagaries of market capitalism, and enhance social solidarity. An interesting—and in many respects peculiar—facet of the history of co-operativism is how worker (or producer) cooperatives and consumer cooperatives have evolved along completely separate trajectories. Yet production and consumption are inextricably bound up in tight configurations. Moreover, no one is exclusively a producer or consumer and we repeatedly and iteratively change roles, often numerous times during the course of a single day. We seem, though, to be at an auspicious moment to rectify this anomalous situation. This chapter outlines the notion of multi-stakeholder co-operativism and highlights how worker-consumer cooperatives can bridge this enduring divide. These organizations can also inculcate democratic values and solidaristic social relations that will be essential for easing the process of innovating a new system of social organization over the next few decades.

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19

Sikka, Prem. Corporate Governance and Family-owned Companies. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198805274.003.0005.

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It is often claimed that the ownership structure and the close involvement of family members alleviates agency problems and gives them a long-term orientation compared to a corporation with dispersed shareholding and control. Through a case study relating to the demise of BHS, one of the biggest UK retailers, the chapter probes these claims. BHS was an epitome of shareholder capitalism. It was owned and controlled by Sir Philip Green and his family. The control enabled the Green family to extract large amounts of cash from BHS through dividends and complex intragroup transactions, with virtually no questions from board members, regulators or auditors. The flawed corporate governance of BHS inflicted considerable hardship on other stakeholders. The demise of BHS should encourage reflections on the claims (agency theory) that an alignment of the interests of shareholders and directors somehow leads to better governance and socially responsible management.

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20

Gilson, Ronald J. From Corporate Law to Corporate Governance. Edited by Jeffrey N. Gordon and Wolf-Georg Ringe. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780198743682.013.10.

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In the 1960s and 1970s, corporate law and finance scholars gave up on their traditional approaches. Corporate law had become “towering skyscrapers of rusted girders, internally welded together and containing nothing but wind.” In finance, the theory of the firm was recognized as an “empty box.” This essay tracks how corporate law was reborn as corporate governance through three examples of how we have usefully complicated the inquiry into corporate behavior. Part I frames the first complication, defining governance broadly as the company’s operating system, a braided framework of legal and non-legal elements. Part II adds a second complication by making the inquiry dynamic: corporate governance as a path dependent process that co-evolves with the elements of the broader capitalist regime. Part III considers unsuccessful efforts to simplify rather than complicate corporate governance analysis through static single factor models: stakeholder, team production, director primacy, and shareholder primacy. Part IV concludes by highlighting the tradeoff between a governance system’s capacity to adapt to change and its ability to support long-term investment.

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21

Parkin, Jack. Money Code Space. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780197515075.001.0001.

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Newly emerging cryptocurrencies and blockchain technology present a challenging research problem in the field of digital politics and economics. Bitcoin—the first widely implemented cryptocurrency and blockchain architecture—seemingly separates itself from the existing territorial boundedness of nation-state money via a process of algorithmic decentralisation. Proponents declare that the utilisation of cryptography to advance financial transactions will disrupt the modern centralised structures by which capitalist economies are currently organised: corporations, governments, commercial banks, and central banks. Allegedly, software can create a more stable and democratic global economy; a world free from hierarchy and control. In Money Code Space, Jack Parkin debunks these utopian claims by approaching distributed ledger technologies as a spatial and social problem where power forms unevenly across their networks. First-hand accounts of online communities, open-source software governance, infrastructural hardware operations, and Silicon Valley start-up culture are used to ground understandings of cryptocurrencies in the “real world.” Consequently, Parkin demonstrates how Bitcoin and other blockchains are produced across a multitude of tessellated spaces from which certain stakeholders exercise considerable amounts of power over their networks. While money, code, and space are certainly transformed by distributed ledgers, algorithmic decentralisation is rendered inherently paradoxical because it is predicated upon centralised actors, practices, and forces.

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