1,720,964 research outputs found
The emergence of corporate governance: people, power and performance
No full textNo abstract availabl
Introduction
No full textThe introductory chapter stresses how the historical perspective about corporate governance is needed to understand corporate governance as a political process inside the corporation
Personal Capitalism between Individualism and Professionalization
No full textThe chapter describes the nature of personal capitalism and its meaning as a permanent status in the life of an enterprise
A Disrupting Strategic Metal: The Norwegian Aluminium Industry Meets World War II
Full text linkThis article offers a new interpretation of the coming of state ownership in aluminium-related big businesses in Norway. It shows that the Norwegian aluminium business of the late 1930s and the 1940s was undertaken by a Scandinavian business elite fully capable of filling capital requirements after the war. This elite had, however, entangled itself in the German war effort in Norway mainly by supporting the building of new aluminium plants under the German occupiers’ control. This left it morally vulnerable to the increasing emphasis during the war on aluminium as a strategic metal. The Allied war effort—especially evident in US attitudes—had come to see the cartelized aluminium industry of the 1930s as working against the national interest by impacting national production capacity in a negative way. The Allies bombed the major new plant in Norway in 1943, and after the war the US acted restrictively toward Norwegian capital assets in the US. By pursuing ownership after 1945, the Norwegian state performed strategic ownership roles in large corporations, thereby also protecting these entities from the possible wrath of the US against private owners.publishedVersio
Creating and Protecting paths. Learning in an entrepreneurial state
No full textThis paper discusses how a Norwegian entrepreneurial state has performed over more than seventy years, based on an analysis of state involvement in Kongsberg Våpenfabrikk/the Kongsberg Group from 1945 and to 2015. Mariana Mazzucato has argued that bold technological investments by the state has long-term beneficial effects. The development of the Kongsberg companies adds nuance to this picture. On the one hand, the defense company Kongsberg Våpenfabrikk failed as a company in 1987 and was unbundled into a number of new companies independent of one another. On the other hand, some of the successor companies have been very successful, both in the oil and gas sector and within defense. Taking the defense and oil and gas company the Kongsberg Group as a case, this paper argues that a new style of entrepreneurial state developed in the 1990s and that it proved very successful. The old entrepreneurial state was heavy-handed, bold, and very long-term in its aims; the new entrepreneurial state was cautious, many-headed, and worked through the management of the company. The new entrepreneurial state combined state ownership, stock listing, and procurement considerations and was supported by both the Ministry of Industry and the Ministry of Defense. This new governance structure facilitated a stable corporation that over time integrated other Norwegian maritime electronics companies, which themselves had a checkered history under the old entrepreneurial state. A new corporate governance regime emerged and managed both to protect old and established product lines and to facilitate innovation both in defense and maritime electronics
Creating and Protecting paths. Learning in an entrepreneurial state
Full text linkThis paper discusses how a Norwegian entrepreneurial state has performed over more than seventy years, based on an analysis of state involvement in Kongsberg Våpenfabrikk/the Kongsberg Group from 1945 and to 2015. Mariana Mazzucato has argued that bold technological investments by the state has long-term beneficial effects. The development of the Kongsberg companies adds nuance to this picture. On the one hand, the defense company Kongsberg Våpenfabrikk failed as a company in 1987 and was unbundled into a number of new companies independent of one another. On the other hand, some of the successor companies have been very successful, both in the oil and gas sector and within defense. Taking the defense and oil and gas company the Kongsberg Group as a case, this paper argues that a new style of entrepreneurial state developed in the 1990s and that it proved very successful. The old entrepreneurial state was heavy-handed, bold, and very long-term in its aims; the new entrepreneurial state was cautious, many-headed, and worked through the management of the company. The new entrepreneurial state combined state ownership, stock listing, and procurement considerations and was supported by both the Ministry of Industry and the Ministry of Defense. This new governance structure facilitated a stable corporation that over time integrated other Norwegian maritime electronics companies, which themselves had a checkered history under the old entrepreneurial state. A new corporate governance regime emerged and managed both to protect old and established product lines and to facilitate innovation both in defense and maritime electronics.publishedVersio
The Rise and Fall of Managerial Capitalism in Norway, 1895–1940 *
Full text linkThis chapter argues that Norwegian managers at the turn of the last century actively used the emerging division of ownership and control and thus were creators of Norwegian modern business – and that their role in this has been neglected. It describes the current view of the Norwegian experience of the second industrial revolution. The chapter tracks Norwegian managerial influence in an entrepreneurial phase up to about 1910 and a “coming of age” maturation stage up to the 1920s and slightly beyond. It discusses the setback for the Norwegian managerial surge in the interwar years, when shareholder influence increased and Norwegian businesses and business constellations became smaller. The threat of foreign business domination lurked in the background of the dissolution of the union with Sweden in 1905. Recent scholarship suggests a uniquely Scandinavian collaborative approach to corporate governance since the late nineteenth century that includes a clear perception of management’s role.acceptedVersio
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Creativity, innovation, and the production of wealth
Full text linkThis is the accepted and refereed manuscript to the articleThis chapter offers an historic introduction to the broad field of innovation studies with an eye towards ethical matters. Four fundamental issues are highlighted. In the first section, I delineate how the concept of innovation has little place within the framework of standard economic models, yet innovation is crucial to the total economy. In the second section, I take up some theoretical approaches, emerging in the 1980s, that construe the phenomena of innovation as occurring within specific circumstances. This is the “interactive” approach. In the subsequent section, I focus on how innovation has been seen, by some, to be institutionalized within the large corporation or, in other cases, within clusters of small companies or even the nation state, noting as well how some scholars have argued for cultural or ethical frameworks as catalysts of innovation. In the final section, I canvas some of the debate as to whether or why innovation has failed to return economic growth to the wealthy nations.acceptedVersio
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