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Analysis of volkswagen case study
The stewardship theory
Analysis of volkswagen case study
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1.0 Introduction
This report analyses the internal and external factors that hinder future development of effective corporate governance. The analysis will utilize relevant theories and models such as shareholder theory, stewardship theory, PESTEL and the German model to elaborate of the topic. I will begin by evaluating effective corporate governance and this will be followed by internal and external factors that influence its development. The findings will applied on Volkswagen company, which has experienced poor corporate governance in recent past. The application will focus on its corporate structure, corporate policies and corporate behaviour. Lastly, a recommendation will be provided on how to improve corporate governance at the Volkswagen.
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164). The laws and rules of a company are meant to protect the firm from outcomes of poor governance such as embezzlement of funds or corruption that create scandals. Siemens experienced a bribery scandal (O’Reilly & Matussek 2008), while Enron was involved in embezzlement of funds that was disguised through misrepresentation of earnings (Petrick & Scherer 2003, p. 37). Both companies struggled with poor reputation and loss of revenues at the height of the scandal. While the reasons for company lapses are varied some as result of greed among owners or the need to maximize shareholder revenues, poor corporate governance is usually at the heart of the problem. One of the reasons is because corporate governance entails harmonizing the interests of the corporation and those of the stakeholders some of whom include shareholders, management, customers, suppliers, community, financial institutions, and the government (Eweje & Perry 2011, p. 226). Due to poor corporate governance, some companies engage in unethical means to achieve those …show more content…
If there are no proper internal controls then stakeholders linked to the firm are likely to undermine good governance because there are no structures to prevent them or to punish those who are liable for misconduct. According to Solomon (2007), internal control in corporate governance entails having appraisal system that evaluates performance, a risk identification and estimation system, a management oversight, control measures, and isolation of duties (p. 161). Yet, while internal control promotes acceptable practices, the onus is still with the individual entrusted to follow the practices. The stewardship theory supports this notion by arguing that managers have a moral and ethical obligation to act in a transparent and responsible manner as stewards of resources they manage (Fernando 2009, p. 49). This reflects back on the character of individuals elected to the BOD. It might seem subtle but members of the BOD control major decisions and may be susceptible to misuse it. For instance, when the higher ownership of an individual eclipses a certain threshold, this may cause the issue of tunneling and inefficiency. It also reflects back on the shareholders who elect them, thus, divulging the overall perspective, attitude and approach of all the internal
The CFO, Andrew Fastow, systematically falsified there earnings by moving company losses off book and only reporting earnings, which led to Enron’s bankruptcy. Any safeguards or mechanisms that were in place to catch unethical behavior were thrown out the window when the corporate culture became a situation where every person was looking out for their own best interests. There were a select few employees that tried to get in front of the unethical accounting practices, but they were pushed aside and silenced. The corporate culture at Enron became a place where if an employee would not make unethical decisions then they would be terminated and the next person that would make those unethical decisions would replace them. Enron executives had no conscience or they would have cared for the people they ended up hurting. At one time, Enron probably was a growing company that had potential to make a difference, but because their lack of social responsibility and their excessive greed the company became known for the negative affects it had on society rather than the potential positive ones it could have had. Enron’s coercive power created fear amongst the employees, which created a corporate culture that drove everyone to make unethical decisions and eventually led to the downfall and bankruptcy of
Ethics policies are implemented in almost all businesses. Companies search for candidates that will be moral in their actions so they can ensure long-term financial success. Throughout history we have seen businesses fall due to unethical behavior. In recent years the business Enron Corporation is best known for the scandal that led to the bankruptcy of a company with more than 60 billion dollars in assets. We will examine the circumstances that led to the downfall of Enron, how the scandal was realized, as well as the outcome of one of the largest bankruptcies in American history; a case that exemplifies unethical professional behavior.
More and more corporate scandals are happening in America. Why have these scandals just shown up in recent years? What causes these corporations to lie and be deceitful towards investors? Though once seen as legitimate, fair, honest, and respectable, corporations have arrived at a stage of greed and deception. This can be explained by a number of factors such as how the stock market works, the stock market boom, changing company practices, CEO benefits, and specific company examples.
The waiving of and lack of internal controls designed to prevent fraudulent behaviour in companies was a reality at Enron. This allowed and provided ample opportunity for the executives of the company to engage in unethical behaviour. For example, one
An organization that lacks a true culture of ethical compliance can create problems with integrity issues with stakeholders and customers. When a major company such as Enron, was structured their approach to ethics on the surface appeared to oppose progressive innovation. The policies and ethics programs were set up to protect the company and its shareholders. According to author Berenbeim, The Enron company had a detailed code of ethics it was not enough the organization needed to incorporate ethics and integrity throughout their corporate culture. Enron had to focus on business ethics issues raised by the conduct of the company’s directors, officers, accounts and lawyers (Berenbeim, 2002).
Enron was the model for rapid growth in the 1990’s but part of the culture and ethics of Enron was disturbing. Falsified documents, cutthroat competitiveness among employees and accounting schemes that hid the truth of the company’s indebtedness were just a few examples of the lack of business ethics within the organization. Perhaps a more virtuous management team could have saved Enron from collapse.
On the surface, the motives behind decisions and events leading to Enron’s downfall appear simple enough: individual and collective greed born in an atmosphere of market euphoria and corporate arrogance. Hardly anyone—the company, its employees, analysts or individual investors—wanted to believe the company was too good to be true. So, for a while, hardly anyone did. Many kept on buying the stock, the corporate mantra and the dream. In the meantime, the company made many high-risk deals, some of which were outside the company’s typical asset risk control process. Many went sour in the early months of 2001 as Enron’s stock price and debt rating imploded because of loss of investor and creditor trust. Methods the company used to disclose its complicated financial dealings were all wrong and downright deceptive. The company’s lack of accuracy in reporting its financial affairs, followed by financial restatements disclosing billions of dollars of omitted liabilities and losses, contributed to its downfall. The whole affair happened under the watchful eye of Arthur Andersen LLP, which kept a whole floor of auditors assigned at Enron year-round.
This report gives the brief overview of the concept of corporate governance, its evolution and its significance in the corporate sector. The report highlights various key issues and concerns that are faced by the organizations while effectively implementing and promoting Corporate Governance.
Nottingham Trent University. (2013). Lecture 1 - An Introduction to Corporate Governance. Available: https://now.ntu.ac.uk/d2l/le/content/248250/viewContent/1053845/View. Last accessed 16th Dec 2013.
Enron Corporation was based in Houston, Texas and participated in the wholesale exchange of American energy and commodities (ex. electricity and natural gas). Enron found itself in the middle of a very public accounting fraud scandal in the early 2000s. The corruption of Enron’s CFO and top executives bring to question their ethics and ethical culture of the company. Additionally, examining Enron ethics, their organization culture, will help to determine how their criminal acts could have been prevented.
The end of 2001 and the start of 2002 saw the end of a period of magnified share prices and booming businesses. All speculations of misrepresentation came to light and those firms which once seem unconquerable were now filing for bankruptcy. Within this essay, I shall discuss the corporate governance mechanisms and failures which led to the Enron scandal resulting in global corporate governance reforms being encouraged.
Tsui, J., & Gul, F. A. (2002). Consultancy on a Survey on the Corporate Governance Regimes in Other Jurisdictions in Connection with the Corporate Governance Review. Hong Kong: CityU Professional Services Ltd.
Through an organizational culture that focused on financial greed for self, illegal accounting practices, conflicts of interest partnerships, illegal business dealings, fraud, negligence, and massive corruption at all levels, the Enron scandal help to create new laws and regulations with stiff penalties if violated (Ferrell, et al, 2013). The federal government implemented the Sarbanes Oxley Act (SOX) (Ferrell, et al, 2013).
Corporate governance is the policies, rules and regulations, by which a corporation shapes the way corporate officers, managers, and stakeholders perform their duties to create wealth for the entity. According to Lipman (2006), good corporate governance helps to prevent corporate scandals, fraud, and potential civil and criminal liability of the organization (p. 3). Most companies, whether formal or informal, have some type of corporate governance for the management to follow. Large companies will have a formal set of rules and regulations, while small companies frequently have spoken rules often due to lack time to form any type of formal policies. There is often no corporate governance with family owned companies.
K, . N., ER, w., DAVID, K., PAUL, M., WALTER, O., & EVANS, A. (2012). Corporate governance theories and their application to boards of directors: A critical literature review . Prime Journal of Business Administration and Management (BAM), 2(12)(2251-1261), 782-787.