52 pages • 1 hour read
Ha-Joon ChangA modern alternative to SparkNotes and CliffsNotes, SuperSummary offers high-quality Study Guides with detailed chapter summaries and analysis of major themes, characters, and more.
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Proponents of free-market capitalism generally insist that companies should be run in the best interests of their shareholders, who have the strongest incentive to maximize profit. Chang counters that since most shareholders can easily sell their ownership at any time, they tend to prioritize short-term profits over a company’s best interests in the long term.
Historically, business owners were fully responsible for their companies’ debts in the case of failure. Since the mid-19th century, limited liability laws have restricted the outstanding debt that owners of bankrupt companies must pay off, enabling these investors to take greater risks. Over time, a gap developed between the shareholders who own a company and the managers who run it on a daily basis. In the 1980s, the idea of directly rewarding these managers based on how much profit they provided to shareholders—known as “shareholder value maximization”—spread quickly, leading managers to seek profits in the short term, primarily through ruthless cost-cutting measures. For companies like General Motors, the implementation of this idea increased income inequality, reduced investment, and decreased productivity in the long run. Chang concludes with several examples of countries that have tried to reduce the influence of free-floating shareholders through policies such as having government or worker representatives on the executive boards of large enterprises.
In this essay, which continues to support the theme of Deconstructing Free-Market Economics Dogma, Chang begins his full attack on some of the most fundamental tenets of free-market philosophies. These tenets, which free-market adherents cherish, include the notion that the profit motive is sufficient to guide businesses to actions that generally benefit society. By demonstrating the ability for shareholders to abuse the mobility to turn a quick profit, Chang subtly implies a difference between the interests of shareholders and those of rank-and-file employees. While in some contexts such an argument could come across as rooted merely in the desire for greater class equality, Chang takes care to lay out his argument in fairly straightforward rather than inflammatory terms. His goal is to demonstrate a significant risk, if not a major hazard, of abuse within the free-market system that, critically, the market itself is poorly poised to address over time, since the people at the heart of the problem are some of the most powerfully influential in the market. If Chang succeeds, he will already be well on his way toward recommending effective governmental interventions.
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