Corporate Value Creation Model in the UK: A Comparative Study with South Africa, India, Botswana, Sri Lanka, and Germany

Shantha Indrajith Hikkaduwa Liyanage ()
Additional contact information
Shantha Indrajith Hikkaduwa Liyanage: Botho University

Chapter Chapter 3 in Corporate Governance and Sustainable Value Creation Models, 2025, pp 59-105 from Springer

Abstract: Significance of the Chapter This chapter of the thesis analyzes the Anglo-American shareholder value model of the United Kingdom. The analysis will find how its corporate value model has been modified for addressing the contemporary issue of the Anglo-American corporate vale model, i.e., short-termism which arises by the self-interested behavior reflected by type I, II, and III agency problems more fully dealt with the Chap. 2. The findings are vital to understanding the significant modifications founded on the purpose of the company more fully dealt with the Chap. 1 to the South African corporate value model discussed in Chap. 4 and the Indian corporate value model discussed in Chap. 5. Besides, Chaps. 6 and 7 analyze two emerging countries’ traditional (insignificantly modified) Anglo-American Corporate Value Model. The Chap. 8 analyzes the alternative corporate value creation model known as Continental European corporate value model. The findings of these six models can be comparatively understood for their similarities and differences. The findings of the comparative study are useful for two architects of the corporate governance of a country. They are the legislators who modify the corporate law and the professional body who prescribe the best practices. Corporate leaders can understand the nature and extent of their corporate value model in which they create value with their companies. Academics can critically evaluate these models and develop them to the next level of these models so that the corporate architects can incorporate them in the corporate law and best practices. The public at large who has an interest in non-shareholder stakeholders such as employees, society, and the environment can understand how the corporate value model in their countries can be reshaped for their benefit. These findings are useful for students who would be future corporate law and best practices architects, a part of civil society, corporate leaders, and academia.

Date: 2025
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:csrchp:978-3-031-71612-6_3

Ordering information: This item can be ordered from
http://www.springer.com/9783031716126

DOI: 10.1007/978-3-031-71612-6_3

Access Statistics for this chapter

More chapters in CSR, Sustainability, Ethics & Governance from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().