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Multinational Corporations and Governance Effectiveness: Toward a More Integrative Board

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  • Cynthia Clark
  • Jill Brown

Abstract

Multinational corporations (MNCs) dominate the global business arena, but new expectations for MNC boards call to question how they might effectively manage global stakeholder relationships in this new era of accountability. Uniting political behavior theory, which describes a board’s international political orientation, and global operating governance systems outlining a set of board behaviors, we develop a typology of four types of boards. We then provide recommendations for the development of an integrative governance structure, taking into account the mechanisms, structure, endorsements, and codes of conduct that MNCs can use to promote ethical behavior across MNC horizons. Copyright Springer Science+Business Media Dordrecht 2015

Suggested Citation

  • Cynthia Clark & Jill Brown, 2015. "Multinational Corporations and Governance Effectiveness: Toward a More Integrative Board," Journal of Business Ethics, Springer, vol. 132(3), pages 565-577, December.
    • Handle: RePEc:kap:jbuset:v:132:y:2015:i:3:p:565-577
    DOI: 10.1007/s10551-014-2358-6
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    3. Michael A. Sartor & Paul W. Beamish, 2020. "Integration-oriented strategies, host market corruption and the likelihood of foreign subsidiary exit from emerging markets," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 51(3), pages 414-431, April.
    4. Michael A. Sartor & Paul W. Beamish, 2020. "Private Sector Corruption, Public Sector Corruption and the Organizational Structure of Foreign Subsidiaries," Journal of Business Ethics, Springer, vol. 167(4), pages 725-744, December.

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