Verksamhetsstyrning med fokus på intressenters och medarbetares betydelse - ett fundament för företagens varaktiga framgång?
FöretagsekonomiBusiness administration - organizationBolagsstyrningInterna och externa kontrollmekanismerVerksamhetsstyrningBalanserat styrkortIntressenterOrganisationskulturFramgång
We would like to gain a more in depth knowledge of whether the modern
orientations both within corporate governance and control philosophy lay the
foundation for enterprises? more sustainable success. These both modern
orientations are increasingly focusing on the importance of enterprises?
setting of goals and visions on the basis of stake holders? interests and the
employees? more active engagement in and motivation for the goal achievement.
Despite these common inherent characteristics, it is not evident from current
scientific debate how such integration actually emerges
in the control philosophies of the enterprises. However, the above mentioned
common inherent characteristics, focused on the stakeholders? interests and
employee?s active engagement, could support our view on the broader perspective
of steering and organizing of enterprises.
The purpose of our thesis is to analyze whether the modern orientations both
within corporate
governance and performance management could establish a joint view on steering
and organizing of
enterprises, where the setting of targets and visions are based on the stake
holders? interests and where the enterprises are more oriented to interact with
their surroundings. These strategies need to be thoroughly embedded with the
employees throughout the whole organization. As a consequence we are especially
interested whether our illustration of a more holistic perspective of steering
and organizing of enterprises with emphasis on increasing consideration both on
the stakeholders? interests and on the employees? more active engagement and
motivation, could bring more positive outcomes for enterprises? goal
fulfillment and adaptability.
Furthermore, we have found a number of indications suggesting that such a
holistic perspective of
steering and organizing of enterprises could lay the foundation for sustainable
success of the enterprises. However, the concept of success can be defined
through several different measurements. Success depends highly on the
individual circumstances in each organization, whereby every enterprise needs
to define its own criteria. Accordingly, we think a sustainable success
requires that the enterprises? targets and visions ate defined in line with the
stake holders? interests. The next step would be to transform these goals into
concrete operational activities that are closely integrated in the daily work.
It is therefore critical that the enterprises? strategies are thoroughly
embedded with
the employees in order to be able to adapt the business to new challenges that
the organization might face from time to time.
By means of a qualitative literature study both within corporate governance and
control philosophies, combined with an empirical study focused on a few
enterprises? control philosophy, we have found support for our assumption of
the potential for a more holistic perspective of steering and organizing of
enterprises. Such a holistic perspective for control philosophy is well in line
with the development of the modern corporate governance theories and modern
theories on control
philosophies emphasizing the stakeholders' interests and the employees? active
commitment towards goal achievement.
Key words: corporate governance, internal and external control mechanisms,
control philosophy,
stakeholders, balanced scorecard, organizational culture, success.