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Fundamentals of
business economics
Stephen Adams traces the development of theory on the principal-
agent problem – an issue that companies have yet to solve satisfactorily.
The inclusion of the principal-agent Three decades later, J K Galbraith argued Principal-agent activities are clearly
problem in the CO4 syllabus can be taken as that a divorce of ownership from control, common. The problematic element usually
evidence of growing concerns about the with managers, not shareholders, dominating concerns the inability of principals to ensure
nature of organisations, corporate governance decision-making had resulted from the that the agent always acts in their best
and the possibility of conflict among growth of large corporations and interests. The relevant factors here are
stakeholders. But the issue is not the organisational consequences knowledge and power, which can be
new: Adam Smith, writing in An of advanced technology analysed in the wider context of
Inquiry into the Nature and and mass production. organisational stakeholders. A stakeholder is
Causes of the Wealth of “Corporate size, the an individual or group that has some interest
Nations (1776), stated that passage of time and in the way an organisation is structured,
he doubted the value of the dispersion of stock managed and behaves. In the case of a
joint-stock companies ownership do not hospital, for instance, the stakeholders will
because he felt they disenfranchise the include the medical staff, the managers, the
reduced the financial stockholder. Rather, he patients and the government that funds it.
incentive for managers to can vote, but his vote is In this group we can distinguish among:
perform, since the capital valueless,” Galbraith n Internal stakeholders, such as managers
was provided by declared in The New and medical staff.
shareholders rather than the Industrial State (1967). n Connected stakeholders, who have a
managers themselves. The principal-agent direct link to the organisation but function
Adam Smith.
He had this to say about the problem is now seen as a crucial outside it, such as the government.
directors of such a business: “Being element in our understanding of n External stakeholders, who have an
the managers rather of other people’s management and decision‑making in interest in the organisation but are not part
money than of their own, it cannot be well enterprises. But it is not a purely business of it, such as patients.
expected that they should watch over it with phenomenon. It arises in a wide range of Two types of stakeholder involvement can
the same anxious vigilance with which human activities and is part of what is known also be identified and measured: their level of
partners in a private copartnery frequently as agency theory. This is concerned with the interest in the organisation and their level of
watch over their own.” Perhaps Smith was relationship between a principal and an agent influence on its behaviour. Sometimes a
still influenced by the scandal of the South who acts on behalf of that principal. positive correlation between interest and
Sea bubble 60 years earlier. Examples include: influence exists. Internal stakeholders such as
In the 19th century the issue lost its n Shareholders delegating powers to managers have a lot of interest and a lot of
attraction for economists, indicating the boards of directors. influence, whereas external stakeholders may
apparently crucial role that joint-stock, n Patients leaving decisions about their have little of either. But this correlation does
limited-liability companies played in treatment to doctors. not always hold. A patient will have a high
economic growth during that period. Even n House-buyers employing solicitors to level of interest in his or her treatment, but
corporate scandals, particularly evident in the purchase houses on their behalf. may have far less influence on the process
US, failed to arouse much academic n Local authorities appointing private firms because they will tend to lack medical
enthusiasm. But interest revived in the 20th to perform routine council services. knowledge. In other cases, a lack of power
century. This reflected partly the academic
discussion of organisations in other
disciplines and partly the growing awareness If the enterprise reflects
Photographs: Corbis
financial management 47
>study notes
designing effective incentive packages
becomes an extremely difficult task.
Shareholders don’t normally design
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48 financial management