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Stakeholder Governance: A Cybernetic and Property Rights Analysis

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  • Shann Turnbull

Abstract

A cybernetic perspective is used to evaluate firms with or without stakeholder participation in their information and control architecture. This approach also provides a basis for evaluating firms with more than one board or control centre as found in Japan, Europe, and labour‐managed firms. Empirical evidence supports the hypothesis that multi control centres with stakeholder participation can provide competitive advantages. This hypothesis is supported by the Law of Requisite Variety and the Williamson analysis of why Multi‐divisional firms provide advantages over Unitary Form firms. The opportunity to support stakeholder governance with stakeholder ownership is identified from an analysis of how corporate rights of perpetual succession permits investors to be overpaid. The public policy implications of investor overpayments are considered. Also considered is the use of cybernetic principles to introduce self‐regulation as proposed by the US Vice President. Policy initiatives are identified to build a ‘stakeholder economy’ as proposed by the Leader of the Labour Party in Britain. The paper concludes that appropriate stakeholder governance could improve equity and self‐governance in the private sector, the quality of democracy in the public sector, and the efficiency of both sectors.

Suggested Citation

  • Shann Turnbull, 1997. "Stakeholder Governance: A Cybernetic and Property Rights Analysis," Corporate Governance: An International Review, Wiley Blackwell, vol. 5(1), pages 11-23, January.
    • Handle: RePEc:bla:corgov:v:5:y:1997:i:1:p:11-23
    DOI: 10.1111/1467-8683.00035
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    Cited by:

    1. Kevin Levillain & Blanche Segrestin, 2018. "From Primacy to Commitment: Revising corporate governance theories to account for recent legal innovations in the US," Working Papers hal-01777788, HAL.
    2. Kevin Levillain & Blanche Segrestin, 2019. "From primacy to purpose commitment: How emerging profit-with-purpose corporations open new corporate governance avenues," Post-Print hal-02290622, HAL.
    3. Levillain, Kevin & Segrestin, Blanche, 2019. "From primacy to purpose commitment: How emerging profit-with-purpose corporations open new corporate governance avenues," European Management Journal, Elsevier, vol. 37(5), pages 637-647.
    4. Kevin Levillain & Armand Hatchuel & Jérémy Lévêque & Blanche Segrestin, 2022. "The emergence of multipolar corporate governance: the case of Danone and the French Société à Mission," Post-Print hal-03689828, HAL.
    5. Kallifatides, Markus, 2011. "Crisis and hyper-ideological (un)consciousness," Scandinavian Journal of Management, Elsevier, vol. 27(1), pages 140-150, March.
    6. Turnbull, Shann, 1998. "Should ownership last forever?," Journal of Behavioral and Experimental Economics (formerly The Journal of Socio-Economics), Elsevier, vol. 27(3), pages 341-363.
    7. Caspar Rose, 2004. "Stakeholder Orientation vs. Shareholder Value—A Matter of Contractual Failures," European Journal of Law and Economics, Springer, vol. 18(1), pages 77-97, July.
    8. Kevin Levillain & Blanche Segrestin, 2018. "From Primacy to Commitment: Revising corporate governance theories to account for recent legal innovations in the US," Post-Print hal-01777788, HAL.

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