Many attempts are being made to boost corporate governance in the wake of the monetary disaster. But few appear to be tackling the actual issue: that our top down paradigms, rooted in , unitary, notions that are economistic that are transactional, need to be entirely rewritten in favor of a more humanistic model. Citing cases including the John Lewis Partnership and Mondragon Corporation, the authors propose the adoption of network governance, which they say would allow for greater self-regulation, self governance, co-operation and communication among all stakeholders.
They identify the various contradictions and shortcomings of the traditional single-board system, before showing network governance can provide a solution to such issues. For a truly humanistic and sustainable society to flourish, the authors encourage businesses to do their part by changing the way corporate governance actually works.
PUBLICATION DATE: June 15, 2012 PRODUCT #: IIR075-HCB-ENG
This is just an excerpt. This case is about GLOBAL BUSINESS
Related Case Solutions & Analyses:
Barilla Sp(B)
Lexus and the USTR
Negotiating the Right to Know: Rhone-Poulenc and Manchester Texas (A1)
General Instrument (A)
Maytag in 1984
Vicks Health Care Division: Project Scorpio (D)
Disposable Diaper Industry in 1974 Master Diskette
micro Home Solutions: A Social Housing Initiative in India
Argentina’s Convertibility Plan
Capitalising on a World-Class Securities Trading System: HKEx’s AMS/3
