Title

Exploration of firm strategic control in Australia and the United States and implications for global governance structures

Date of this Version

5-16-2009

Document Type

Conference Paper

Publication Details

Interim status: Citation only.

Kiessling, T., Duncan, K. & Harvey, M. (2009). Exploration of firm strategic control in Australia and the United States and implications for global governance structures. Paper presented at the 46th annual meeting of the eastern academy of management: Facing the future with heart and mind, Hartford, Connecticut, United States.

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© Copyright Timothy Kiessling, Keith Duncan & Michael Harvey, 2008.

Subsequently published as:

Duncan, K., Kiessling, T., & Harvey, M. (2010). Exploration of firms' strategic control mechanisms in Australia and the United States: Implications for global governance structures. Thunderbird International Business Review, 52(6), 571-587.

2010 HERDC submission. FoR Code: 150300

Abstract

Our empirical study of 246 Directors, financial executives, accountants and credit/security analysts explore the concept of firm corporate control and what theoretically developed attributes contribute to an entity having corporate control over another. We first develop and test a model of corporate control. We then delve into what combinations of direct ownership, indirect ownership, ownership dispersion, and board of director representation are required for dominant corporate control. Due to the use of conjoint analysis, we are able to make suggestions as to the relative importance of each in regard to corporate control.

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This document has been peer reviewed.