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| Corporate Governance Spørgeskema× | Skala for Strategisk Orientering× | |
|---|---|---|
| Fagområde | Strategisk ledelse | Strategisk ledelse |
| Familie | Process / pipeline | Process / pipeline |
| Oprindelsesår≠ | 1976 (theory); 1992 (operational) | 1978 |
| Ophavsperson≠ | Jensen and Meckling (foundational); Cadbury Committee (operational framework) | Miles and Snow; extended by Miller and Friesen |
| Type | Organizational self-report questionnaire | Organizational self-report questionnaire |
| Oprindelig kilde≠ | Jensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305–360. DOI ↗ | Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure, and process. McGraw-Hill. DOI ↗ |
| Aliasser | CG Assessment, Governance Maturity Scale | Strategic Posture Scale, Miller-Friesen Framework |
| Relaterede | 5 | 5 |
| Resumé≠ | Corporate Governance encompasses the system of rules, practices, and processes by which a company is directed and controlled. Jensen and Meckling's (1976) agency theory formalized the principal-agent problem—how to ensure management (agents) acts in shareholders' (principals') interests despite information asymmetry and incentive misalignment. The Cadbury Report (1992) operationalized this into practical governance frameworks emphasizing board independence, audit committees, and transparency. This questionnaire assesses organizational governance maturity across multiple dimensions: board structure and independence, internal controls and risk management, audit and compliance, stakeholder engagement, and transparency. Strong governance reduces agency costs, improves decision quality, and protects against fraud and misconduct. | Strategic Orientation refers to the fundamental approach an organization adopts when competing in its market, encompassing its competitive strategy, market focus, and organizational design. Miles and Snow's (1978) foundational framework identifies four strategic postures: Defenders (focus on stable market segments, operational efficiency, and incremental innovation), Prospectors (pursue new market opportunities, drive innovation, accept higher risk), Analyzers (balance efficiency and innovation, serve established markets while exploring adjacent opportunities), and Reactors (lack clear strategy, respond reactively to environmental pressures). This scale operationalizes Miles and Snow's framework, revealing an organization's strategic type and fit with its environment and structure. |
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