Source: Theory of Economic Dynamics (1965), Chapter 8, Entrepreneurial Capital and Investment, p. 93
“Where such a separation is complete one group of individuals, the security holders and in particular the stockholders, performs the function of risk-takers and suppliers of capital, while a separate group exercises control and ultimate management. In such a case, if profits are to be received only by the security holders, as the traditional logic of property would require, how can they perform both of their traditional economic roles? Are no profits to go to those who exercise control and in whose hands the efficient operation of enterprise ultimately rests? …Furthermore, if all profits are earmarked for the security holder, where is the inducement for those in control to manage the enterprise efficiently? When none of the profits are to be received by them, why should they exert themselves beyond the amount necessary to maintain a reasonably satisfied group of stockholders.”
1967, p. 303
The Modern Corporation and Private Property. 1932/1967
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Adolf A. Berle 14
American diplomat 1895–1971Related quotes
Source: 'English Politics and Parties', Bentley's Quarterly Review, 1, (1859), pp. 28-29
Source: Business Leadership in the Large Corporation (1945), p. 24, footnote 20; as cited in: Marco Becht et al. Corporate Governance and Control, 2005. p. 61
Draft for a Statement of Human Obligation (1943), Statement Of Obligations
Context: In order to be exercised, the intelligence requires to be free to express itself without control by any authority. There must therefore be a domain of pure intellectual research, separate but accessible to all, where no authority intervenes.
The human soul has need of some solitude and privacy and also of some social life.
The human soul has need of both personal property and.
Address at the Leadership and Diversity Conference Gatineau, Quebec, Canada (19 May 2004)
Source: The Managerial Revolution, 1941, p. 71–72; As cited in: Stijn Maria Verhagen (2005). Zorglogica’s uit balans. p. 300
Source: The Balanced Scorecard, 1996, p. 5-6