Decentralized Governance Structures are Able to Handle CSR Induced Complexity Better

Abstract

This article explores how both corporate governance and corporate social responsibility (CSR) can be improved by using insights from complexity theory. Complexity theory reveals that decentralized governance architecture is required for firms to absorb competently the increased intricacies, variety of variables, and objectives introduced by CSR. The current predominant form of centralized governance based on command-and-control hierarchies copes with complexities by reducing data inputs. This approach results in firms reducing their objectives and concerns about CSR. Firms with decentralized “network” form of governance architecture are used to illustrate how the data inputs of each manager can be reduced through the decomposition of decision making labor to improve the capability of the firm intelligently to absorb and manage complexity. Network governance also introduces a division of powers with stakeholders to facilitate shareholder interests obtaining the information and incentive to manage the enterprise to enhance both shareholder value and CSR.

Keywords: Corporate governance, Corporate Social Responsibility, Complexity Theory, Network governance

JEL Classification: M00, M1, M14