Manuscript Type: ConceptualResearch Question/Issue: How can increased environmental complexity be managed better through more effective integration of corporate governance and CSR? What are the deficiencies of the predominant corporate governance architecture with regard to CSR support and how can the corporate governance architecture improve to support higher levels of managerial responsibility?Research insights/findings: Based on insights from complexity theory, we find that the prevailing complexity reduction approaches lead to suboptimal corporate governance and CSR with regard to establishing managerial responsibility. We suggest that the lens of complexity absorption provides ways to redesign the approach to both corporate governance and CSR. Integrating governance and CSR by establishing decentralized governance structures that divide labor and power among all strategic stakeholders ensure higher levels of managerial responsibility.Theoretical/Academic Implications: We outline the conceptual connection between corporate governance and CSR and advance thinking about integration that improve both. We outline why traditional, centralized governance architecture (e.g. unitary board structures) fail to support monitoring and strategic advice functions concerning CSR of the board adequately. We use complexity theory and argue that complexity reduction approaches to both governance and CSR are failing in complex environments. We also suggest that complexity absorption approaches can help address such failures. Finally, we suggest how governance and CSR can be integrated to absorb complexity and increase managerial responsibility. We thus contribute theoretically by advancing the conceptualization of corporate governance and CSR as well as by providing alternative thinking on governance structures.Practitioner/Policy Implications: We suggest that practitioners and policy makers consider complexity absorption as an alternative to integrate Corporate Governance and CSR which will lead to higher levels of managerial responsibility. We provide evidence that decentralized governance structures that actively divide labor and power among stakeholders can lead to better outcomes in a complex environment.

This book is a major advancement in the area of complexity and corporate governance. By bringing together a range of leading experts in the fields of complexity and corporate governance, this book manages to knowledgeably wed the emerging field of complex systems thinking with the more established area of corporate governance. It brings a range of new and exciting concepts, such as emergence, co-evolution and selforganisation, and integrates them into an overarching and holistic understanding of corporate governance that is a clear benefit to corporate actors and stakeholders. The book is a major resource for both academic and practitioner audiences.

Recognising the complex and contested nature of both sustainability and governance, this book covers the challenges for governance and sustainability; a critique of established models of governance; a redesign of governance for sustainability and how toimplement governance for sustainability.

This book deals with the role of international standards for corporate governance in the context of corporate social responsibility. Based on the fundamentals of moral theory, the book examines governance and CSR in general, addressing questions such as: Is “good governance” not affected by moral concerns? How do the principles and practices of CSR standards adhere to or conflict with insights from business ethics and moral theory? To what extent do the standards and governance models provide normative guidance? Do the standards and governance guidelines provide an adequate means of benchmarking and auditing? Are these standards a help or a hindrance to stakeholder engagement and transparency? The book provides insightful and thought-provoking answers to these and many other important questions concerning CSR standards, and offers a valuable resource for practitioners, academics and students at business schools and other institutions.

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.

Good governance is good PR, it is important in every sphere of society, whether it be the corporate environment, the political, or wider society. When resources are too limited to meet the minimum expectations of the people, it is a good governance level that can help to promote the welfare of society. Enlightened companies recognise that there is a clear link between governance and corporate social responsibility and make efforts to link the two. Unfortunately this is too often no more than making a claim that good governance is a part of their CSR policy as well as a part of their relationship with shareholders. Corporate Governance and CSR are significant issues in all parts of the world, huge amounts of time and energy are devoted to its global interpretation. Most analysis however is too simplistic to be helpful as it normally resolves itself into simple dualities: rules based v principles based or Anglo-Saxon v Continental. The editors of this book argue that this is not helpful - that the reality is far more complex. They show that Corporate Governance and CSR cannot be understood without taking geographical, cultural and historical factors into account. It is necessary, they say to understand the concerns of people in different parts of the world. Therefore, by using a wealth of case studies, theoretical models, and drawing on the knowledge and perspective of experts from around the world, the editors have produced this valuable book. Global Perspectives on Corporate Governance and CSR discusses issues such as regional and cultural similarities and differences, the contexts of differing legal frameworks and governance codes, differences between large companies and SMEs, governance in new environments (companies and economies) versus stable environments, and the changing environment affecting corporate social responsibility around the world. The editors then synthesise this in a way that will be helpful to business people as well as to academics.

This title takes an innovative approach to corporate governance, linking governance and complexity. It reviews the financial and legal literature as well as complexity theory, drawing on the knowledge and insights of the contributing authors to illustrate how complexity theory may enable more effective governance frameworks.