Corporatism is often seen as the way Swiss stakeholders in business and politics are handling industrial challenges in a reasonable and flexible way. The following paper argues, however, that the emergence of corporatist structures in the Swiss watch industry has often encouraged rent-seeking and collusion at the expense of innovation and competition. This legacy makes it currently difficult for the industry to effectively respond to new technological challenges and changing societal preferences in the global watch business. The book draws on archival sources, accessible since 2015, that have also been extensively discussed in the Swiss print media in early 2016. They provide increasing evidence of corporate governance failure in the 1983 merger of SSIH (Société suisse pour l'industrie horlogère) and ASUAG (Allgemeine Schweizerische Uhrenindustrie AG) that led to today's Swatch Group. The merger, induced by the Swiss banks, was portrayed as a necessary step to save the two allegedly bankrupt watch companies. Yet, the archival sources show that ASUAG had already been successfully restructured and ready to conquer global markets with its new product, the Swatch.

Corporatism is often seen as the way Swiss stakeholders in business and politics are handling industrial challenges in a reasonable and flexible way. The following paper argues, however, that the emergence of corporatist structures in the Swiss watch industry has often encouraged rent-seeking and collusion at the expense of innovation and competition. This legacy makes it currently difficult for the industry to effectively respond to new technological challenges and changing societal preferences in the global watch business. The book draws on archival sources, accessible since 2015, that have also been extensively discussed in the Swiss print media in early 2016. They provide increasing evidence of corporate governance failure in the 1983 merger of SSIH (Société suisse pour l'industrie horlogère) and ASUAG (Allgemeine Schweizerische Uhrenindustrie AG) that led to today's Swatch Group. The merger, induced by the Swiss banks, was portrayed as a necessary step to save the two allegedly bankrupt watch companies. Yet, the archival sources show that ASUAG had already been successfully restructured and ready to conquer global markets with its new product, the Swatch.

The last Asian financial crisis, coupled with the western series of corporate scandals, has caused investors and citizens to doubt mangers ability to guarantee credible financial information about organizations. Consequently, legislators all over the world have come to realise the necessity of legislating in the area of corporate governance.

Indications of geographic origin for foodstuffs and manufactures have become an important source of brand value since the beginnings of globalization during the late nineteenth century. In this work, David M. Higgins explores the early nineteenth-century business campaigns to secure national and international protection of geographic brands. He shows how these efforts culminated in the introduction of legal protocols which protect such brands, including, 'Champagne', 'Sheffield', 'Swiss made' watches and 'Made in the USA'. Higgins explores the major themes surrounding these indications, tying in the history of global marketing and the relevant laws on intellectual property. He also questions the effectiveness of European Union policy to promote 'regional' and 'local' foods and why such initiatives brought the EU in conflict with North America, especially the US He extends the study with a reflection on contemporary issues affecting globalization, intellectual property, less developed countries, and supply chains.

This volume aims to explore the evolution of large enterprises in today's developed economies in the West. It focuses on the economic institution of the business group and understanding the factors behind its rise, growth, resilience, and/or fall; its behavioural and organizational characteristics; and its contributions to economic development.