Suchergebnisse

Five methods for researchers to gain information about corporations & corporate executives are discussed: (1) companies by mail; (2) managers by survey; (3) managers by telephone; (4) executives by interview; & (5) companies by interview. The last approach is illustrated through a case study analyzing the impact of corporate restructuring on top management, & another of the relations between large firms & their major institutional investors. Hazards encountered in these studies include: assuming that managers can accurately describe what their organization does, accepting the organization's own paradigm, the social construction of managerial perceptions, & lack of access to board meetings. 18 References. D. Generoli

AbstractFocusing on funding in culture and the arts, the author identifies a distinctive logic of company support for nonprofit organizations. Business giving is increasingly disciplined around company objectives, giving levels are driven by pretax earnings, and giving decisions are the province of managers who draw advice less from the arts community or public agencies than from other companies. At best, turbulence in government funding has modest effect on corporate support. In turn, change in corporate support has little impact on public backing. The separate logics of corporate and government support imply separate and distinctive long‐term development strategies for nonprofit organizations.

After half a century of consolidation, managerial control of many large corporations came under increasing attack during the 1980s. Spearheaded by management buyouts and hostile takeovers, ownership groups and interests came to exercise greater influence on company policies and practices. Drawing on a range of sources, this article argues that the reemergence of ownership power and the demand for enhanced shareholder value is redirecting company political action toward more narrowly defined issues of specific company interest. The turnover in ownership is also serving to undercut general business consensus and to demobilize aggregate political action. Continued turbulence in the market for corporate control is reducing action in the market for political control.