Invaluable resource for owners, board members, executives and advisors, showing how ownership and management interact to shape a firm's strategy.

Autorentext
Harry Korine is an Adjunct Professor of Strategy at INSEAD. As an educator, consultant and public speaker, he engages with executives, board members and owners to address questions of strategy development and long-term value generation, especially in a multinational context. Together with Pierre-Yves Gomez, he is the author of Entrepreneurs and Democracy: A Political Theory of Corporate Governance (Cambridge University Press, 2008). Pierre-Yves Gomez is Professor of Strategic Management at EM Lyon Business School (France) and director of the French Corporate Governance Institute. His research focuses on the political foundations of corporate governance, as well as collective utility functions and their application to strategy and governance. He has published several award-winning books in French and English.

Klappentext
The family firm preparing generational change, the partnership that welcomes new partners, and the shareholders of a firm that chooses to go public are making decisions that will have an impact on strategy and management. Conversely, a change in strategy such as a move to diversify or a decision to take on more risk in a business can make the firm more attractive to some shareholders and less attractive to others and is therefore not ownership neutral. Opening the black box of agency theory, Korine and Gomez show how management and ownership interact to shape the strategy of the firm. In their view, the critical question to ask is not what is the best strategy, but rather, who is the strategy for? With numerous detailed examples, Strong Managers, Strong Owners is an invaluable resource for company owners, board members and executives, as well as their advisors in strategy and governance.

Zusammenfassung
Opening the black box of agency theory, Korine and Gomez show how management and ownership interact to shape the strategy of the firm. Using numerous detailed examples, they show that the critical question to ask is not what is the best strategy, but rather, who is the strategy for?

Inhalt

Foreword Hwee Hua Lim; Introduction; Part I. Changes in the Identity of Ownership and Management: 1. Change in ownership; 2. Change in management; Concluding remarks; Part II. Changes in the Form of Ownership and Organization: 3. Change of legal structure; 4. Change of organizational structure; Concluding remarks; Part III. Changes in Strategy: 5. Corporate and business strategies; 6. Despite failure, NO change in ownership, management, or strategy; 7. Because of success, reinforcement of ownership, management, and strategy; Concluding remarks; Part IV. Implications for Corporate Governance: 8. The board of directors; Conclusion - strategy for whom?; Index.