多層・多重的兼任関係と効率的コンツェルン経営について

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  • The Impact of Hierarchical and Multiple Interlocking System on Corporate Performance
  • タソウ ・ タジュウテキ ケンニン カンケイ ト コウリツテキ コンツェルン ケイエイ ニ ツイテ

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Even though the highly-developed, modernized corporate system has become popular, many big corporations are struggling with fundamental management problems. 　One of them is how to design top-management structure and corporate governance. 　Germany, in contrast to Anglo-Saxon system, applies a two-tire system, in which the super visory board and the board of director are separated but at the same time are related each other through human interlocking. Both boards and their interrelation play an important role in corporate governance, and particularly in improving corporate performance. Often multiple board memberships of the CEO and the chairman of the supervisory in other companies, sometimes can be observed. They are sometimes interlocking, when board members hold position in each other’s company. This raises the question on how multiple and interlocking position affect corporate performance. 　At first the number of board memberships of the CEO is not related to corporate performance. On the other hand, the number of multiple positions bear interesting implications. The relation between the number of external supervisory board seats of the CEO is positively related to performance, and moreover, the relationship appears to be a inverse U-shaped form. From these results we could conclude what kind of interlocking system is appropriate.

収録刊行物

  • 企業研究

    企業研究 (41), 41-62, 2022-08-31

    企業研究所

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