For the last 30 years a growing number of scholars and practitioners have been experimenting with concepts and models that facilitate our understanding of the complexities of today’s business challenges. Among these, “stakeholder theory” or “stakeholder thinking” has emerged as a new narrative to understand and remedy three interconnected business problems—the problem of understanding how value is created and traded, the problem of connecting ethics and capitalism, and the problem of helping managers think about management such that the first two problems are addressed. In this article, we review the major uses and adaptations of stakeholder theory across a broad array of disciplines such as business ethics, corporate strategy, finance, accounting, management, and marketing. We also evaluate and suggest future directions in which research on stakeholder theory can continue to provide useful insights into the practice of sustainable and ethical value creation.

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Stakeholder Theory: The State of the Art

Capitalism and Freedom

Evidence from research conducted on corporate accounting indicates that the interaction of environmental factors influences disclosure practices. The purpose of this study is to examine the importance of various corporate governance and cultural (race and education) characteristics, in addition to firm-specific factors, as possible determinants of voluntary (non-mandatory accounting and non-accounting information) disclosures in the annual reports of Malaysian listed corporations. The results of the regression analysis indicate significant associations (at the 5 percent level) between two corporate governance variables (viz. chair who is a non-executive director and domination of family members on boards) and the extent of voluntary disclosure. This finding has implications for corporate governance policy formulation by the Malaysian Institute of Corporate Governance (MISG). One cultural factor (proportion of Malay directors on the board) is significantly associated (at the 5 percent level) with the extent of voluntary disclosure suggesting that governmental focus on culture may solicit a response to secrecy from those who feel threatened.

https://papers.ssrn.com/sol3/Delivery.cfm/ABAC112.pdf?abstractid=336822&mirid=1&type=2

Culture, Corporate Governance and Disclosure in Malaysian Corporations

Evidence from research conducted on corporate accounting indicates that the interaction of environmental factors influences disclosure practices The purpose of this study is to examine the importance of various corporate governance and cultural (race and education) characteristics, in addition to firm-specific factors, as possible determinants of voluntary (non-mandatory accounting and non-accounting information) disclosures in the annual reports of Malaysian listed corporations The results of the regression analysis indicate significant associations (at the 5 per cent level) between two corporate governance variables ( viz  chair who is a non-executive director and domination of family members on boards) and the extent of voluntary disclosure This finding has implications for corporate governance policy formulation by the Malaysian Institute of Corporate Governance (MISG) One cultural factor (proportion of Malay directors on the board) is significantly associated (at the 5 per cent level) with the extent of voluntary disclosure suggesting that governmental focus on culture may solicit a response to secrecy from those who feel threatened

/pdf/culture-corporate-governance-and-disclosure-in-malaysian-2d8onpx6e0.pdf

Culture, corporate governance and disclosure in Malaysian corporations

This study investigates the relationship between the corporate governance structure and performance of 347 companies listed on the Kuala Lumpur Stock Exchange (KLSE) between 1996 and 2000. We found board size and top five substantial shareholdings to be significantly associated with both market and accounting performance measures. In addition, we found a significant relationship between multiple directorships and market performance while role duality and managerial shareholdings are significantly associated with accounting performance. The result is robust with respect to controls for gearing, company size, industry membership and growth opportunities.

https://papers.ssrn.com/sol3/Delivery.cfm/jbfa_594.pdf?abstractid=934610&mirid=1&type=2

Corporate Governance Structure and Performance of Malaysian Listed Companies

1. The Changing Expectations of Boards of Directors 2. Perspectives on the Contribution of Boards of Directors 3. Uncovering the Black Box: Researching Boards of Directors 4. The Strategic Role of the Board 5. The Control Role of the Board 6. The Institutional Role of the Board 7. The Dynamics of Board Process 8. Conclusions 9. Postscript: The Board of the Future

Boards at Work: How Directors View their Roles and Responsibilities

Preface.PART ONE: DESIGNING A PRODUCTIVE SYSTEM.1. Operations and Competitiveness.2. Operations Strategy.3. Quality Management.4. Statistical Process Control.5. Products and Services.6. Processes, Technology, and Capacity.7. Facilities.8. Human Resources.9. Project Management.PART TWO: OPERATING THE PRODUCTIVE SYSTEM.10. Operational Decision-Making Tools: Transportation and Transshipment Models.11. Forecasting.12. Inventory Management.13. Aggregate Planning.14. Resource Planning.15. Lean Production.16. Scheduling.17. Waiting Line Analysis for Service Improvement.EPILOGUE.APPENDIX A-Normal Curve Areas.SOLUTIONS TO SELECTED ODD-NUMBERED PROBLEMS.INDEX.

Operations Management: Quality and Competitiveness in a Global Environment

Striking a balance between the quantitative and managerial aspects of operations management, and between manufacturing and service operations, this edition includes a website for both the student and faculty Students are offered sample student projects, Excel templates and lecture slides

Operations Management: Focusing on Quality and Competitiveness

Boards at Work

Chapter 1 Introduction to Operations and Supply Chain Management Chapter 2 Quality Management Chapter 3 Statistical Quality Control Chapter 4 Product Design Chapter 5 Service Design Chapter 6 Process Planning, Analysis and Innovation Chapter 7 Capacity and Facilities Chapter 8 Human Resources Chapter 9 Project Management Chapter 10 Supply Chain Strategy and Design Chapter 11 Global Sourcing and Logistics Chapter 12 Forecasting Chapter 13 Inventory Management Chapter 14 Sales and Operations Planning Chapter 15 Resources Planning Chapter 16 Lean Systems Chapter 17 Scheduling

Bernard Taylor

Papers

Boards at Work: How Directors View their Roles and Responsibilities

Operations Management: Quality and Competitiveness in a Global Environment

Operations Management: Focusing on Quality and Competitiveness

Boards at Work

Operations management : along the supply chain