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The aim of this paper is to examine the relationship between corporate branding and market driving. This is achieved by focusing on key dimensions of brand identity such as brand values and staff behaviours, while acknowledging the role of vision and organisational culture. The links between these brand constituents and the actual activities of the firm in a market are explored through interactions with stakeholders.

This research is based on an in‐depth case study of IKEA at a corporate level and its local market activities in Russia. The single‐case approach is used to generate insights into how corporate branding is related to market driving practices and to identify the mechanisms of market driving in the Russian market.

The corporate brand provides a further source of the “leap” in customer value recognised as a requirement for a market driving approach. Through a case study of IKEA in Russia it is shown that the core values of the brand guide both the behaviour and activities of internal stakeholders and the relationships with external stakeholders, and the interactions between the corporate “global” brand values and local market level activities are explored.

The paper provides insights on the role of a corporate brand as a driving force of market driving from a broad stakeholder perspective.

This paper aims to test the impact of corporate governance structure on corporate values.

The paper employs factor analysis and three‐stage least squares to identify and explain variance in corporate values.

In accordance with the proposed theoretical framework ownership, board and stakeholder structure are found to influence corporate values. When value determinants are taken into account there is no significant relationship between values and profitability.

This is a pilot study of 71 Danish firms. Further research needs to address measurement of corporate values and to test hypotheses on larger datasets.

One practical implication is that corporate values should be grounded in the company's ownership, board and stakeholder structure. Real changes in corporate values may require real changes in governance structure.

The paper tests a new approach to the study of corporate values which connects values to governance. It thereby establishes empirical foundations for current discussions about corporate values. This should be important both to practical work on company missions, values and responsibilities and to academics who search for an operational approach to the study of corporate values.

The purpose of this paper is to test the role of corporate governance instruments in affecting the value of a firm (CGVF) in isolation and in combination of each other in a developing financial market characterized by the existence of additional imperfections in this market.

Multiple regression analysis is performed on the data which are collected by using stratified random sampling technique for the companies listed in the Kuala Lumpur Stock Exchange for the years 2000‐2003.

The results for the study suggest that majority shareholders expropriate minority shareholders in this market. On the contrary, a bigger board, market liquidity, efficient utilization of assets and informational efficiency in the financial system have a value adding impact on the firms' performance. The results on the role of corporate governance instruments (board size and CEO duality) in affecting the value of a firm in combination with each other suggest that the additional imperfections prevalent in the selected market limit the strength of individual instruments in improving the marginal benefits of each other, explaining the nature of business operations in this market.

The results provide new insights into the CGVF relationship and highlight the importance of corporate governance provisions relevant to the firms of the developing market. These results can be used by the regulatory authorities to make effective corporate governance policies.

This paper contributes to the literature by performing a comprehensive study by using a correct proxy to value a firm and by performing additional tests for robustness to provide valid results on the CGVF relationship. Furthermore, the role of additional imperfections and implications of various business theories in explaining the relationship between corporate governance instruments (in isolation and in combination) and the value of a firm is also analysed.

The purpose of this study is to examine the effect of corporate governance and corporate profitability on firm value with corporate social responsibility (CSR) disclosure as the intervening variable.

The population of this study was all companies listed in the LQ 45 Index group in the Indonesia Stock Exchange in 2013-2014. The inferential statistics used in this study applied the partial least square (PLS) based structural equation model (SEM) method with the assistance of SmartPLS 2.0. The PLS method was selected based on the consideration that there was a construct formed with reflective indicators in this study.

From the results of this study, it can be concluded that corporate governance does not have any effect on CSR disclosure, profitability of company has an effect on CSR disclosure, CSR disclosure has an effect on firm value. In addition, CSR disclosure does not mediate the effect of on firm value. These results showed that corporate governance can have an effect on firm value directly, and there is no role of CSR disclosure in mediating the effect of corporate governance on firm value, and profitability of company has an effect on firm value through CSR disclosure.

The originality of this research is on the reason that many studies that have been conducted still indicated the inconsistency in the results and diversity of the indicators, so that a similar research was conducted by involving the indicators used for measuring the corporate governance variable, which were the proportion of independent commissioners and audit committee. Meanwhile, for the profitability variable, return on assets and return on equity were used as the indicators.

This study aims to examine the effect of corporate derivatives use on firm value and how the corporate governance index modifies this relationship.

The sample consists of 219 nonfinancial firms on the Pakistan Stock Exchange (PSX) from 2011 to 2019. The study used ordinary least square regression with year and industry dummies for estimations. Multiple estimation models such as fixed/random effect, Fama–MacBeth and two-stage least squares (2SLS) are used for robustness. Finally, the PROCESS macro tool is used to estimate the effect of moderating the role of corporate governance (CG) as robustness.

The findings show that derivatives use has an inverse influence on firm value. The firms did not use derivatives as a risk management tool but for speculation motives. However, the corporate governance index significantly weakens this relationship. However, strong governance forces the managers to use derivatives for hedging purposes. The firm-specific factors, including size, age, leverage, cash, financial distress cost, dividend and growth opportunities, also significantly influence firm value. The findings are robust to the other estimation models.

The findings indicate that emerging economies like Pakistan are more prone to agency problems. The strong corporate governance structure helps firms turn the speculative motive of derivatives use into hedging purposes and mitigate the agency issues.

This empirical evidence suggests that good governance structures can help improve the impact of derivative usage on firm value.

To the best of the author's knowledge, this is the first study that examines the conditional role of corporate governance on the derivatives–value relationship from the viewpoint of agency problem/speculative motive.

This study introduces Social Contribution Value per Share (SCVPS), an indicator devised by the Shanghai Stock Exchange (SSE), as an easy-to-interpret Measurement of Corporate Social Performance (MCSP) to the international research arena. The authors first explore the informativeness role of voluntary disclosure of SCVPS in the stock market. The authors then go one step further to demonstrate the relationship between corporate value creation quantified by SCVPS and firm value.

The study takes a new perspective – a quasi-natural experiment of SCVPS disclosure in 2008 and uses a Propensity Score Matched Difference in Difference model (PSM-DiD) to investigate the impact of SCVPS disclosure policy on stock price synchronization and firm value. Through manually recalculating all the values of SCVPS and its components, this study enables us to further investigate the relationship between corporate value creation for various stakeholders and firm value.

This study reveals that voluntary disclosure of SCVPS can signal firm-specific information to the market and reduce noise in returns, thus affecting stock price synchronization. The findings further demonstrate that such firm-specific information has value relevance to firm performance. Moreover, the authors demonstrate that corporate value creation for different stakeholders measured by SCVPS can significantly affect firm value. The moderating effects of ownership structures and industry types are also investigated, and an endogeneity test confirms the robustness of the findings.

This study argues that SCVPS offers an economically viable way for firms, including small-and-medium-sized enterprises, in emerging economies to disclose corporate value creation and provide the public with a direct understanding and appreciation of the values created by corporations for stakeholders.

The result makes contributions to the MCSP literature and explores the informativeness of SCVPS disclosure. Besides, this paper demonstrates that SCVPS offers a good setting to explore the effect of corporate value creation on firm performance in an emerging market.

The ideas expressed in this work are based on those put into practice at the Okuma Corporation of Japan, one of the world′s leading machine tool manufacturers. In common with many other large organizations, Okuma Corporation has to meet the new challenges posed by globalization, keener domestic and international competition, shorter business cycles and an increasingly volatile environment. Intelligent corporate strategy (ICS), as practised at Okuma, is a unified theory of strategic corporate management based on five levels of win‐win relationships for profit/market share, namely: ,1. Loyalty from customers (value for money) – right focus., 2. Commitment from workers (meeting hierarchy of needs) – right attitude., 3. Co‐operation from suppliers (expanding and reliable business) – right connections., 4. Co‐operation from distributors (expanding and reliable business) – right channels., 5. Respect from competitors (setting standards for business excellence) – right strategies. The aim is to create values for all stakeholders. This holistic people‐oriented approach recognizes that, although the world is increasingly driven by high technology, it continues to be influenced and managed by people (customers, workers, suppliers, distributors, competitors). The philosophical core of ICS is action learning and teamwork based on principle‐centred relationships of sincerity, trust and integrity. In the real world, these are the roots of success in relationships and in the bottom‐line results of business. ICS is, in essence, relationship management for synergy. It is based on the premiss that domestic and international commerce is a positive sum game: in the long run everyone wins. Finally, ICS is a paradigm for manufacturing companies coping with change and uncertainty in their search for profit/market share. Time‐honoured values give definition to corporate character; circumstances change, values remain. Poor business operations generally result from human frailty. ICS is predicated on the belief that the quality of human relationships determines the bottom‐line results. ICS attempts to make manifest and explicit the intangible psychological factors for value‐added partnerships. ICS is a dynamic, living, and heuristic‐learning model. There is intelligence in the corporate strategy because it applies commonsense, wisdom, creative systems thinking and synergy to ensure longevity in its corporate life for sustainable competitive advantage.

This paper investigates corporate social responsibility (CSR) policy management in multinational companies (MNCs). The focus is on examining the relationship between subsidiaries and headquarters in the management of CSR, in terms of the commonplace notion of ‘think global, act local’. Primary and secondary data was collected in one MNC and a case study produced. The findings show that the initiative to launch a CSR policy is taken and enacted exclusively by the headquarters, mainly as an answer to the financial and legal pressure felt to accompany the present widespread interest in CSR. Findings are articulated around three major steps used to manage CSR initiatives: the determination of values, the integration of those values in action and the evaluation of the policy. Consistency of policy is driven from headquarters, through adoption of a corporate value framework, while the implementation is to some extent localised. Feedback from subsidiaries is collected and shared by the centre, which also seeks out synergies in pursuit of increased efficiency. Corporate structure is therefore linked to CSR management. Implementation is observed to comprise three parts: the headquarters seek to motivate local actions through reference to the company culture, through directive measures, and by pedagogic action. Pedagogy comes out as necessary in order for the CSR policy to permeate the entire organisation and initiate the right actions and reactions in the variety of situations encountered throughout the organisation. Constant scrutiny and evaluation are considered necessary in order to sustain the credibility of the policy in relation to external stakeholders.

There is growing interest in corporate values but where do they come from? What factors determine corporate values? This paper argues that they are determined by corporate governance in a broad sense of the word. Three governance mechanisms are emphasized: ownership structure, board composition and stakeholder influence. In smaller companies founder‐owners often play a pivotal role in shaping corporate value systems that influence companies for years to come. In larger companies that separate ownership and control, managers and boards come to play a powerful role. In both cases repeated interaction with customers, employees and other stakeholders shape corporate values by way of corporate reputation and corporate culture.

This study aims to examine whether corporate stconcerns on social responsibility issues pressurize corporate managers to act in a socially responsible way and how this affects corporate value.

This study follows previous studies such as Wu et al. (2008) and Jiang and Huang (2011) in using the research model.

The analysis shows that in regions where large attention paid to demolitions, corporate managers are under great pressure from corporate stakeholders and they thus act in more socially responsible ways; this, in turn, results in higher corporate values. Furthermore, in regions in which demolition events attract more attention, the increase in corporate value is relatively small for state-owned enterprises and unprofitable listed enterprises.

The findings demonstrate that internet governance heightens corporate stakeholders’ awareness of social responsibility, and this leads to pressure on corporate relative behaviors to satisfy the requests of corporate stakeholders, leading to an increase in corporate value and improvement in social welfare.