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PAPERS / INDEX
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Stakeholder Capital Governance · Capital Ecosystem
Shareholder primacy treats the firm as a nexus of contracts and puts shareholder wealth first. This paper proposes a stakeholder governance framework for an economy reshaped by AI, financialization, and the reorganization of globalization.
Stakeholder Capital Governance · Resource Ecosystem · Series 4
Joint improvement often asks a supplier to advance tooling, trials, and on-site costs and to share cost-reduction or volume gains only later. Delay raises waiting and exposure and can weaken willingness to continue. Buyers therefore offer compensation promises against present input. Williamson showed that specific investment needs credible commitment;[1] reciprocity and network studies show that long cooperation can organize knowledge sharing.[2][3] What remains is whether, when stated returns and risk notes are held comparable, the verifiability and enforceability of a promise can ease the damage of delay—and whether the supplier’s liquidity constraint swamps that easing.
Stakeholder Capital Governance · Operations & Management Ecosystem · Series 1
Sustained firm growth depends on employees and teams continuing to contribute knowledge, collaboration, innovation, and relationship maintenance beyond formal duties. Prior research shows that organizational justice predicts organizational citizenship behavior, yet most studies still treat employees primarily as internal subordinates. Fewer studies explain, from the standpoint of participants in a cooperative scheme, why people keep making hard-to-price voluntary contributions after current compensation has already been paid. This paper links Phillips’s principle of stakeholder fairness with the literatures on organizational justice, social exchange, and organizational trust, and proposes a mechanism of stakeholder fairness perception → trust → voluntary contribution behavior.
Stakeholder Capital Governance · Operations & Management Ecosystem / Customer Ecosystem · Series 3
Growing manufacturers rarely lack feedback channels. Employees can report a product-quality defect through teams, inspection, and internal systems; customers can report the same defect through complaints, returns, reviews, and after-sales files. Firms therefore accumulate remarks without being able to show which remark changed a standard, a budget, or a cross-functional process. Voice and issue-selling research explains why people speak and how middle managers place problems on agendas.[1][2] Quality-management work describes how complaints are classified. The remaining gap is how, for the same quality issue arriving from internal and external sources, evidential standing, organizational translation, agenda authority, and resource handover connect or break—and why channel volume does not guarantee conversion.
Stakeholder Capital Governance · Capital Ecosystem · Series 2
Joint improvement projects often produce two facts at once. One party holds stronger bargaining power, exit threats, or veto rights over rules. The other has delivered more of the realized technical, cost-reducing, or coordinative contribution. When the ranking by power diverges from the ranking supported by contribution evidence, incremental surplus is easily allocated by power rather than by contribution. Stakeholder research has already compared power and strategic importance as predictors of value distribution and has found that strategic importance can outweigh power.[1] Supply-chain experiments show that fairness concerns block full extraction by the powerful party.[2] What remains unspecified is whether, once mismatch is present, verifiable contribution records and independent review can change allocation choices.
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