Stakeholders, transactional environments and conflict systems (mapping on why the founding charter compact becomes the mainstay of corporate governance)

Rodolfo Apreda

No 346, CEMA Working Papers: Serie Documentos de Trabajo. from Universidad del CEMA

Abstract: In this paper we put forward an alternative approach to dealing with the Charter of any organization, that essential document which ought to be regarded as the mainstay of governance. In the first place, we show that an organization carries out its tasks by becoming a responsive mechanism to fulfill stakeholders’ demands as well as costly restraints stemming from transactional environments. In the second place, organizations behave like conflict-systems within which political issues are of the essence when coping with power, influence, control and authority; on these grounds, we give heed to agenda building and the problem of factions. We argue that such three-tiered structure stands for the preconditions of any Charter. Lastly, we set up the Charter as a compact of regulatory and discretionary governance, comprised not only by the articles and certificate of incorporation, but also internal bylaws of the organization, the Statute of Governance, the Code of Good Practices, and provisions for upgrading, overhauling, and even changing the architecture of governance in its entirety.

Keywords: charter; corporate governance; stakeholders; transactional environments; conflict-systems; regulatory governance. (search for similar items in EconPapers)
JEL-codes: G20 G30 G34 (search for similar items in EconPapers)
Pages: 37 pages
Date: 2007-04
New Economics Papers: this item is included in nep-bec and nep-his
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

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Persistent link: https://EconPapers.repec.org/RePEc:cem:doctra:346

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