The dotcom bust during the late 1990s and the early 2000s has generated renewed interests in managing for shareholders’ value (see Starovic, Cooper and Davis, 2004). Such interest also arises from the fear that the government regulatory mechanisms, put in place in response to accounting scandals during the past decades, has the potential to distract businesses from managing for value (Starovic et al, 2004). However, there is also another view that the VBM fad has achieved its cycle. In view of both the renewed interest in VBM and also the dismissal of the technique to recapture the interest of contemporary business community, it is timely and appropriate to provide an evaluation of this technique. Therefore, the purpose of this paper is to determine whether the theory of VBM lived up in practice. To this end, a five years longitudinal case study examining the implementation of value based management system in an Asian Multinational Company was undertaken. Besides pursuing economic objective, this organization has to adapt itself to its country’s economic, social and financial requirements. As such, there is a dual role that the company has to play. An evaluation of the system put in place, the implementation process and lessons and insights gained from the process are discussed to determine the value of value based management for contemporary business organisations.
|Keywords:||Value Based Management, Asian MNC, Case Study|
Lecturer, School of Management, Universiti Sains Malaysia, Penang, Penang, Malaysia
There are currently no reviews of this product.Write a Review