By G. M. M Gelauff
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Extra resources for Governance of stakeholder relationships: The German and Dutch experience (SUERF studies)
In extreme cases contract revision might only be feasible through very costly lawsuits. Moreover, informal contracts based on reputation reward innovative behaviour. High-quality products and innovations strengthen a supplier's reputation, which forms a recommendation to other procuring firms (MacLeod, 1995: 21). By consequence, to a 2 Shareholders stakeholders: a matter of institutions Fout! Bladwijzer or niet gedefinieerd. large extent the German model is able to exploit innovative and learning capabilities of both the supplier and the procuring firm.
To improve its efficacy, the exercise date of stock options can be deferred several years, so that during that period income of managers remains contingent on the performance of the company. Another reason why a strong impact of stock options on managerial behaviour can be disputed, is that the effect of a change in the value of equity that results from expenditure on private aims, on the compensation of managers is generally small. In such a case the personal cost for a manager to engage in empire building activities is small as well (Prowse, 1994: 45; Hart, 1995: 128).
That is why comparing stakeholder relationships and governance structures in Germany and The Netherlands is of interest. To properly perform this analysis a closer look at institutional details is needed, which also enables a further step away from the stylized models towards real-life institutions. The framework developed here is meant to serve as a background for this comparison in Sections 3 and 4. These sections concentrate on corporate governance and work governance, because most institutional differences between Germany and the Netherlands pertain to these two governance structures.