In this introduction to the Point-Counterpoint on the corporate objective, I briefly review and reflect on three views of the corporate objective presented in the exchange. I argue that each perspective – the shareholder value model, the stakeholder management perspective, and the strategic corporate governance framework – has merit in its own right, but that their relevance is contingent on the theoretical and practical contexts in which they are applied, assessed and evaluated. From a theoretical perspective, the choice of which model best fits depends upon whether one is looking through a normative, instrumental, or descriptive lens. From a practical vantage, the relevance and applicability of each of these corporate objectives is contingent on the national institutional context as well as the individual corporation’s relevant sector and industry, its strategy, and its leaders’ vision. In fact, there is no one corporate objective; rather the objective is variable based on a range of conceptual lenses and contextual factors and influences.

中文翻译：

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点对点介绍：作为应急的企业目标

在这篇关于企业目标的点对点的介绍中，我简要回顾和反思了交流中提出的企业目标的三种观点。我认为每个观点——股东价值模型、利益相关者管理观点和战略公司治理框架——都有其自身的优点，但它们的相关性取决于它们被应用、评估和评估的理论和实践背景。评估。从理论的角度来看，选择哪种模型最适合取决于一个人是通过规范性、工具性还是描述性的视角来看待的。从实际的角度来看，这些企业目标中的每一个的相关性和适用性都取决于国家制度背景以及单个公司的相关部门和行业、其战略和领导者的愿景。事实上，没有一个企业目标。相反，目标是基于一系列概念镜头和背景因素和影响而变化的。