BET-ORG-OWN
Towards A Behavioral Theory of Organizational Ownership: A Comparative Study in Shareholder Behavior
| Coordinatore | LUDWIG-MAXIMILIANS-UNIVERSITAET MUENCHEN
Organization address
address: GESCHWISTER SCHOLL PLATZ 1 contact info |
| Nazionalità Coordinatore | Germany [DE] |
| Totale costo | 0 € |
| EC contributo | 152˙264 € |
| Programma | FP7-PEOPLE
Specific programme "People" implementing the Seventh Framework Programme of the European Community for research, technological development and demonstration activities (2007 to 2013) |
| Code Call | FP7-PEOPLE-IEF-2008 |
| Funding Scheme | MC-IEF |
| Anno di inizio | 2009 |
| Periodo (anno-mese-giorno) | 2009-09-01 - 2011-08-31 |
Partecipanti
| # | ||||
|---|---|---|---|---|
| 1 |
LUDWIG-MAXIMILIANS-UNIVERSITAET MUENCHEN
Organization address
address: GESCHWISTER SCHOLL PLATZ 1 contact info |
DE (MUENCHEN) | coordinator | 152˙264.95 |
Mappa
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Obiettivo del progetto (Objective)
'This Project aims to overcome inferential leaps from size of shareholdings to shareholder behavior by investigating shareholder attitudes towards ownership of the organization directly by means of a survey instrument specifically designed for this purpose. Ultimately, the goal is to go beyond legal conceptions and property rights and to devise a Behavioral Theory of Organizational Ownership better suitable to account for the diversity of interests, preferences, motives, investment strategies, and investment time horizons of various shareholder types. In the center of attention will be shareholders’ cognitive and emotional dispositions towards the organization as an entity and their identification as organizational owners. This is in opposition to previous theorizing which conceives of shareholders merely in terms of their role of capital providers holding only a restricted number of rights in the organization. Empirically, it shall be investigated to what extent shareholders’ cognitive and emotional dispositions towards ownership of the organization impact on corporate governance (e.g. monitoring and compensation) and strategic choice (e.g. R&D, innovation, diversification, corporate social responsibility). Most notably, since cultural and institutional environments are found to impact individuals’ cognitions and emotions, the study shall be conducted in three different corporate governance settings each representative of a particular type of system: Germany (network-oriented system), Hungary (transition economy), and USA (Anglo-Saxon system).'