Corporate Law

 
Law · An introduction
An Introduction to Modern Corporate Law
How, and more importantly, why does the law recognize a business as a person of its own?
Boris AtanasovMarta RusevaLaw15 min read
Contents
I
What is a corporation, and why do we have them?
Markets or firmsTwo kinds of firm
→
II
The anatomy of the corporation
Legal personalityLimited liabilityTransferable sharesDelegated managementInvestor ownership
→
III
Corporate governance: the three agency problems
Shareholders vs. managersControlling vs. minorityShareholders vs. creditors
→
IV
Conclusion
→

What do multinational enterprises, small family businesses, and some of the world’s most influential economic actors have in common? Beyond their participation in economic activities, most of them operate through a legal structure that is so deeply embedded in modern commerce that its significance is often overlooked - the corporation. The naked eye a corporation may seem merely like a collection of individuals conducting business together. However, in the eyes of the law, it is a distinct legal person, capable of ownership, entering into contracts, and upholding obligations independently of the people behind it.[1] This raises an intriguing question that is at the root of corporate law: how, and more importantly, why does the law recognize a business as a person of its own?

The answer lies at the intersection of law and economics as a single interdisciplinary field. Corporate law provides the legal framework through which business are organized, managed, and financed, while simultaneously addressing the conflicts of interest that arise among the different parties involved.[2] In order to understand its significance, this article first explores the economic rationale behind the existence of firms and the corporation as a particular form of business organization. Then, it examines the five fundamental characteristics of the corporate form, two landmark cases illustrating the practical side of two of those characteristics, and the three principal agency problems in corporate governance.

Part I · An economic perspective
What is a corporation and why do we have them?
Markets coordinate by contract; firms coordinate by authority. Each has a price.

Traditionally, economic activities can be coordinated through two primary mechanisms: markets and firms.[3] Of course, each comes with its own trade-offs. First, consider the market. It is typically governed by contract law because the coordination occurs through bilateral contracts across market interfaces, given that there are numerous different contracts for the numerous different phases of supply, assembly, sales, and so on. Some problems with markets arise in the context of incomplete contracts, hold-out risks (for example, holdout monopoly problem or free-riding), and high costs - especially, transaction costs. The definition in law and economics of transaction costs is all costs associated with making and enforcing a contract, such as information, negotiation, and enforcement costs.[4] Contracts are very flexible, due to the overarching principle in contract law, namely freedom of contract, which posits that parties are generally free to design their contract in a way to accommodate for the needs of their transaction or relationship.[5] As such, it imposes significant transaction costs. Moreover, the market mechanism is costly, as it poses great transaction costs in organizing activities through voluntary exchange. These assertation can be significantly expanded and substantiated but for the purpose of this article, it is to be assumed that not all economic activities can (is economically efficient to) be organized through markets. As Ronald Coase, a laureate of the Nobel Prize for Economics, famously argued that firms exist namely to reduce transaction costs by internalizing them.[6] Within firms, economic activities may be coordinated through managerial authority and direction, which is supported by contractual and agency relationships (agency law).[7] Firms also come with their own limitations, mainly due to the central planning mechanism. The main issues of interest are knowledge and information costs as well as agency costs. The former entail mainly costs due to the lost decentralized information reflected in the price mechanism and subsequent misallocation of resources. The latter concern mainly incentives, disseminating information, communication, monitoring costs, and loss of control.[8] All of this is to say that the rationale behind preferring one mechanism for organizing economic activity over the other involves a trade-off between some problems and others. Here, the focus will be on how corporate law aims to mitigate the issues in the context of firms. However, it is important to fist consider the various types of firms.

Figure 1Where the firm ends
Coase's answer: a firm grows until the cost of organising one more activity inside it equals the cost of buying it on the market. Drag the boundary.
ALL BY CONTRACTALL INSIDE THE FIRM SHARE OF ACTIVITY ORGANISED INSIDE THE FIRM COST cost of using the market cost of organising inside the firm total THE BOUNDARY OF THE FIRM
MarketFirm
MARKET0FIRM0TOTAL0
Stylised curves after Coase (1937); shapes are illustrative, not measured. Ink market, blue firm, brass total.

Why are most firms corporations? The answer in the sense which is the legally optimal form of the firm lies in the difference in the primary input. There are labour-intensive firms and capital-intensive firms. Labour-intensive firms, such as partnerships and sole proprietorships (where a single person owns and runs the business), lack a separate legal personality, face the potential risks of unlimited personal liability, and operate until disassociation at will. Capital-intensive firms, on the other hand, require high capital investments, operationalize equity sharing, capital lock-in, and asset partitioning.[9] All of these features will be discussed in more detail in due time. To reflect on the posed question in more depth, let’s consider partnerships as an example. Their advantage is the reduced risk of bankruptcy but a crucial disadvantage is impermanence. Underlying factors for this disadvantage are participants being potentially exposed to personal liability, disassociation at will and automatic dissolution on the death of any partner, which subsequently lead to the premature liquidation or freezing of assets.[10] Thus, default partnership structures are inherently fragile and ill-suited for large-scale, long-term capital requirements.

Figure 2Two kinds of firm
The legally optimal form of a firm follows its primary input. Firms built on labour and firms built on capital need different things from the law.
PARTNERSHIP a partner leaves or diesthe firm dissolves CORPORATION a shareholder exits; the firm continues
Labour-intensivePartnership, sole proprietorship
Capital-intensiveThe corporation
Labour
Primary input
Capital
None of its own
Legal personality
A separate legal person
Unlimited, and personal
Liability
Limited to what was invested
Dissociation at will; dissolves on a partner's death
Continuity
Capital locked in; the firm outlives its members
Hard to pool at scale
Capital
Equity shared, assets partitioned
Default partnership structures are fragile; the corporate form is built for large-scale, long-term capital.
Comparison follows the article (Armour, Hansmann and Kraakman; Hansmann and Kraakman, 2000). Timeline is schematic.

In order to understand these differences and features of the forms of a firm, it is crucial to explore the anatomy of the corporation, which will also sed light as to why most major business are indeed corporations.

Part II · Five fundamental characteristics
The anatomy of the corporation
ILegal personality
IILimited liability
IIITransferable shares
IVDelegated management
VInvestor ownership

There are five fundamental features of any corporate form: legal personality, limited liability, transferable shares, delegated management under a board structure, and investor ownership.[11] Each will be examined in detail in this section.

Figure 3The backbone
Five characteristics shared by every corporate form. Select a vertebra to read what it does and which legal mechanism carries it.
ILegal personalitySeparation
IILimited liabilitySeparation
IIITransferable sharesPooling
IVDelegated managementContinuity
VInvestor ownershipDecision-making
Separate the firm from its shareholdersPool capital · keep it running · decide efficiently
After Armour, Hansmann and Kraakman, The Anatomy of Corporate Law, ch. 1. Groupings follow the article’s own summary.
Characteristic I · Separate patrimony
Legal personality
a person of its own

Legal personality of the corporation is recognized as a separate legal person the firm capable owning assets in its name, it can enter into contracts and initiate legal proceedings. The principle of separate patrimony establishes that the law ought to recognize the firm as a distinct and independent “person”, separate from its shareholders, executive officers, and employees.[12] The most important feature arising from the fact that the corporation has its own specific pool of assets and liabilities, segregated from those of its shareholders, is called entity shielding. Entity shielding is what protects the assets of the corporation form the personal creditors of its shareholders. In practical terms, if a shareholder becomes insolvent, their personal creditors may seek satisfaction from the shareholder’s shares, but they cannot directly claim that the assets belonging to the corporation.[13] Therefore, capital lock-in is crucial in protecting the firm from dissolution. Capital lock-in refers to the idea that investors waive their right to withdraw unilaterally, thereby facilitating lon-term investments.[14] In this context, legal rules are essential for business organization with lock-in capital, as their absence could lead to the economic underdevelopment of the enterprise.

Figure 4Entity shielding
The owners' personal creditors can reach the owners, and the owners' shares. They cannot reach the firm's assets. Adapted from the authors' lecture diagram.
Creditors ofthe ownersOwnersFirm MAY BE TAKENSHARES LEND TOOWN
1A creditor lends to a shareholder, not to the firm
2The shareholder becomes insolvent
3The claim stops at the entity shield: the firm's assets are out of reach
4What the creditor can take: the shareholder's shares
↻ Replay
Entity shielding after Hansmann and Kraakman (2000). Original diagram from the authors’ lecture notes, redrawn.

To grasp the legal significance of a separate corporate personality it is perhaps necessary to examine a case - in particular, the landmark English case Salomon v. A. Salomon & Co Ltd. It is the year 1892 and Aron Salomon operates a sole proprietorship for making leather boots and shoes. In time as his business grew, he decided to incorporate his existing business as a limited company in which he held almost all the shares, with the remaining shares distributed among six members of his family.[15] Soon after, sales declined, and the company became insolvent. When the company was put into liquidation, the liquidator sought to hold Salomon personally responsible for the company’s debts, arguing the the corporation was effectively an agent of Salomon rather than an independent legal entity.[16] The question before the House of Lords, then, was whether a company could be regarded as separate from its controlling shareholder, even where ownership and control were overwhelmingly concentrated in one individuals.

The House of Lords ruled in Salomon’s favour, establishing that once a company has been validly incorporated in accordance with the statutory requirements, it acquires a legal personality distinct from that of its shareholders. Consequently, Salomon could not be held personally liable for the company’s debts solely because he owned and controlled it. It’s. significance extends beyond the particular dispute, as it established the fundaments of corporate law: the rights, obligations, assets, and liabilities of corporation are legally distinct from those of its shareholders.[17]

Figure 5One man, one company
The case that fixed separate legal personality. Read it as a file: facts, question, holding, significance.
Salomon v. A. Salomon & Co Ltd[1897] AC 22House of Lords · England
1892a sole trader incorporates
soon aftersales fall, insolvency
liquidationthe liquidator sues Salomon
1897the Lords rule for Salomon
FactsQuestionHoldingWhy it matters
How the shares were held20,001 of 20,007 shares: Salomon
Six family members · one share each
Enough to satisfy the statute; the Lords held it was also enough for separate personality.
Case: Salomon v. A. Salomon & Co Ltd [1897] AC 22 (HL). Share figures from the law report (20,007 shares issued; Salomon held 20,001).
Characteristic II · Owner shielding
Limited liability
the other side of the coin

Limited liability is the other side of the coin. Its purpose is to limit a shareholder’s financial exposure to the amount invested or otherwise committed to the corporation. In simpler words, the individual’s financial liability is limited to the person’s investment in the legal entity (it can be either a corporation or company) This is also known as owner shielding - protecting the personal assets of the shareholders of the firm from the firm’s creditors, debts, legal judgements, and other financial obligations.[18] And here one questions arises - why do we want to protect shareholders? A few central remarks are in order. First, portfolio diversification of shareholders through spreading of the wealth - it means that shareholders can invest in several companies without risking all their personal wealth if one company fails, for instance. Second, ensuring liquidity through the ability to transfer shares - it means that it makes shares easier to transfer, because investors do not have to worry about becoming personally responsible for the company’s debts. Third, reducing monitoring costs between shareholders and managers and between shareholders and other shareholders. Finally, it provides an incentive for investment and entrepreneurship - investors know how their potential losses are generally limited to their investment; however this advantage can create a problem known as risk-shifting.[19]

Risk shifting occurs when shareholders take on riskier projects or commercial strategies, which they can “afford” because their personal assets are protected, and thus the risk is typically borne by the creditors.[20] Here an important priority rule should be mentioned. Corporate creditors are granted a first priority claim on the assets of the firm, and personal creditors of the shareholders hold a subsequent claim by which they can access the firm’s assets, if at all, only after all other financial claims are satisfied. For example, a corporate creditor (bank) lends monet to the corporation, the first can seek repayment from the company’s assets. In a different case, a personal shareholder takes out a personal loan, the bank is their personal and can seek repayment from the shareholder’s personal assets.[21]

With this in mind, limited liability functions as a default contract term that shifts business risk from shareholders to corporate creditors, who often possess a comparative advantage in monitoring firm-level commercial risk.[22]

Figure 6Owner shielding
The other side of the coin. The firm's creditors have first claim on the firm's assets, and no claim on the owners' personal wealth. Except, rarely, when the veil is pierced.
Creditors ofthe firmFirmOwners the veil, pierced MAY BE TAKENASSETS LEND TOOWNED BY
1A creditor lends to the firm, not to its shareholders
2The firm cannot pay
3The claim stops at the owner shield: shareholders lose only what they invested
4What the creditor can take: the firm's assets, first in line
↻ ReplayPierce the veil
Owner shielding (limited liability) after Hansmann and Kraakman (2000). Original diagram from the authors’ lecture notes, redrawn. The pierce is the exception, not the rule.

But not always. There are voluntary creditors and involuntary creditors. The first category , institutions that willingly enter financial relations with companies - mainly of bondholders, commercial banks, trade suppliers, etc. In law and economics, they are said to be the superior risk bearer, better manage financial risk. That is because they can negotiate the commercial risk ex-ante, meaning before any contract, they can price the risk thorough interest rates, and they can demand personal guarantees, collateral, or restrictive covenants.[23] In contrast, involuntary creditors are usually tort victims, nuisance claimants, accident victims, and so on, who cannot negotiate any risk, they cannot adjust credit terms or price risk, and they are very vulnerable to enterprise fraud. Hence, their exposure to uncompensated downside risk created by the corporate risk shifting. This disconnect is organized by the law - through combining private ordering with corporate law and with public regulation. In some exceptional cases, courts may disregard the corporation’s separate legal personality and impose liability one shareholder or other controlling party to account for grave injustices - what is commonly referred to as piercing the corporate veil.[24] The main idea is voluntarily creditors can generally negotiate protection before accepting financial risk, whereas involuntary creditors are not presented with this opportunity. Based on the applicable law, a court may disregard the corporation and hold a certain shareholder personally liable.

Figure 7Where the downside lands
The same loss leaves the firm twice. A creditor who bargained shrinks it at every gate it negotiated; a creditor who never agreed takes it whole.
LANE A · A CREDITOR WHO BARGAINED The firmINTEREST RATEprices the riskCOLLATERALsecures itGUARANTEEbacks it personallyCOVENANTSfences it inVoluntarycreditor PRICED, SECURED, FENCED LANE B · A CREDITOR WHO NEVER AGREED The firmInvoluntarycreditor THE LAW, AFTER THE FACTregulation · piercing the veil LANDS WHOLE
↻ Replay
Voluntary creditors
Bondholders, banks, trade suppliers. They see the risk before they lend and can price it, secure it or fence it with covenants: the superior risk bearer.
Involuntary creditors
Tort victims, accident victims, nuisance claimants. No terms to adjust, no price to set. Only the law can reach back for them, and only exceptionally.
First in linecorporate creditors: a first-priority claim on the firm’s assets
After themthe shareholders’ personal creditors reach the firm’s assets, if at all, only once every other claim is met
After Hansmann and Kraakman (2000), § 4. Gate heights are illustrative. Priority rule as described in the article.

The potential limitations of shareholder protection under limited liability are well illustrated in th landmark American case Walkovszky v. Carlton from 1966. The dispute came about after John Walkovszky was severely injured by a taxicab, which was oned by Seon Cab Corporation, one of ten in total corporations in which William Carlton allegedly held shares. Each taxicab corporation owned only two taxicabs and maintained the statutory minimum liability insurance of $10,000 per vehicle at the time.[25] Walkovszky sought to hold Carlton personally liable after the accident because he thought the division of the taxi fleet into numerous minimally capitalized corporations was deliberate and designed to avoid financial responsibility for such accidents. Therefore, the central legal issue was whether such an organizational structure justified disregarding the corporations’ separate legal personalities and imposing liability directly on their shareholder - piercing the corporate veil.[26]

The New York Court of Appeals concluded that the allegations were insufficient to establish Carlton’s personal liability. The Court did recognize that the separate legal personality may be disregarded where shareholders misuse the corporate form to conduct business in their individual capacities, but argued that the mere fragmentation of the enterprise and its allegedly inadequate capitalization did not sufficiently demonstrate such conduct.[27] It is important to highlight the dissenting opinion of the Court’s judgement of Judge Keating, who argued that the deliberate undercapitalization of corporations engaged in activities involving foreseeable risks tot he public (as are taxicabs) should justify establishing personal liability.[28] All in all, this case demonstrates both the strength of the limited liability principles and the difficulties associated with piercing the corporate veil, particularly where involuntary creditors like Walkovszky have no opportunity to negotiate better protection against potential losses.

Figure 8Ten corporations, twenty cabs
Walkovszky v. Carlton: a fleet split into ten minimally capitalised companies, each holding only the statutory minimum insurance. Can an injured pedestrian reach the man behind them?
William Carltonthe shareholder behind all ten
the corporate veil
Seon Cab Corp.2 cabs$10,000 cover per cab
Cab Corp. 22 cabs$10,000 cover per cab
Cab Corp. 32 cabs$10,000 cover per cab
Cab Corp. 42 cabs$10,000 cover per cab
Cab Corp. 52 cabs$10,000 cover per cab
Cab Corp. 62 cabs$10,000 cover per cab
Cab Corp. 72 cabs$10,000 cover per cab
Cab Corp. 82 cabs$10,000 cover per cab
Cab Corp. 92 cabs$10,000 cover per cab
Cab Corp. 102 cabs$10,000 cover per cab
John Walkovszkyinjured by a Seon cab · sues
Majority · Fuld J.Dissent · Keating J.
Case: Walkovszky v. Carlton, 18 N.Y.2d 414 (1966). $10,000 was the statutory minimum liability cover per vehicle at the time. Layout schematic.

To conclude, it is also crucial to reflect on why legal personality and subsequently entity shielding is more important for a corporation than limited liability. First, limited liability can very well be approximated contractually with inputs from organizational law. The main principle which caps the downside loss of owners can be established through contractual provisions, because contracts are inter partes, meaning they are binding only to the parties of the contract and thereby enforced.[29] Entity shielding supposes that corporate assets are protected against many personal creditors of the many owners, so setting up contractual provisions would be incredibly costly.[30] Moreover, asset partitioning needs an erga omnes provision that would be enforceable against everyone, in this context against all creditors, which cannot be establish through a contract.[31] Second, limited liability is absent in many organization forms, for example in general partnerships, whereas entity shielding is present across all legal entities, which certainly places it as the most important priority. Finally, entity shielding reallocates third-party creditor rights, which cannot be replicated by a contract, and which facilitates the structural shift of of priority and liquidation rights between the two distinct pools of third-party claimants - namely, corporate creditors and personal creditors.[32]

Characteristic III · Liquidity and diversification
Transferable shares
hands change, the firm stays

The principle of transferable shares allows for ownership interests to be transferred without requiring consent from all other shareholders and without disturbing the firm’s underlying operational contracts, asset holdings or companies existence.[33] This is key because by facilitating the transfer of owner units within a company to another person or entity, investors of the company can maintain a liquid portfolio and spread investment risks across multiple non-correlated enterprises.[34] There is a specific taxonomy of transferable shares. First, in public (also open) corporations, shares are traded freely without restrictions, and are often listed on organized stock exchanges Second, in private (also closed) corporations, share transfers are constrained by statutory or contractual restrictions, and shares are unlisted and closely held. In that regard, there are also widely-held and closely-held corporations. In the former, share ownership is dispersed among many investors, and analogically, in the latter, ownership is typically within a small group or even a family.[35] In general. Transferable shares have to main advantages - liquidity (selling shares and recover the value of their investment without requiring the company to return it’s capital) and diversification (stressing money across several companies instead in only one).

Figure 9Hands change; the firm does not move
A share can pass from one investor to another without the consent of the rest and without touching the firm's contracts, assets or existence. That is what makes a portfolio liquid.
The FirmCONTRACTS · ASSETS · EXISTENCE UN-CHANGED ABCDE SHAREHOLDERS
⇆ Transfer a share
Public (open)no transfer restrictions
Private (closed)restricted transfers
Widely helddispersed ownership
Closely heldconcentrated ownership
Shares trade freely, often on an organised exchange.
Two advantagesLiquidityDiversification
Taxonomy as described in the article (Armour, Hansmann and Kraakman, § 1.2.3). Schematic.
Characteristic IV · Delegated management
Centralized management under a board structure
a board, not a crowd

Corporate statutes delegate ordinary decision-making power away from dispersed shareholders to a specialized governing board, which generally has four key features.[36] First, there is a formal separation between the board and the hired executive officers, such as managers and CEOs, allowing the board to serve a monitoring, ratifying, and executive selection role. Second, board members are periodically elected by shareholders in order to keep management aligned with residual financial claims.[37] Third, the board operates on the basis of collective decision-making and mutual monitoring. And finally, the board holds formal statutory authority to bind the corporation, which provides legal certainty for third parties.[38]

Characteristic V · Capital carries the vote
Investor ownership
two rights, one input

The logic behind investor ownership can be said is intuitive in the sense that it binds two fundamental rights of investors in the firm to the amount of capital contributed by them. The two rights in question are the right to control, which entails voting rights to elect board members and to approve major corporate transactions, and the right to net earnings, which is the right to receive proportional distributions of net profits, formally known as dividends, and net liquidation surplus after all fixed contractual claims are satisfied.[39] There is a simple efficiency rationale behind this and it is that unlike heterogeneous stake-holder groups, for instance employees, suppliers, and customers, who hold conflicting priorities, capital investors generally share a single homogenous objective - maximizing the net financial value of the firm’s shares.[40] Therefore, tying control to capital contribution minimizes internal governance and voting conflicts, which is crucial for the efficient operation of the firm as a whole.[41]

Taken together, these five characteristics make up the backbone of the legal and organizational structure of the modern corporation. Legal personality and limited liability establish the separation between the firm and its shareholders, while transferable shares, centralized management, and investor ownership facilitate the pooling of capital, continuity of operations, and the efficient decision-making.[42] However, these advantages do not come without certain trade-offs. As previously mentioned, the internal coordination of economic activity through firms gives rise to particular information and incentive problems. In the corporate context, these are especially relevant because ownership, control, and financial interests fo not necessarily coincide. This brings us to on of the central concerns of corporate governance - the agency problems.

PrincipalAgent
Whoever acts for another may act for himself.
Part III · Corporate governance
The three agency problems

As established earlier the firm as a mechanism for economic coordination comes not only with information problems but also with agency problems. An agency problem occurs when there is a conflict of interest happening between one group or person (the agent) who is entrusted with acting on behalf of another group or person (the principal) and thereby chooses to act in their own self-interest.[43]

Three agency problems are especially relevant for a general understanding of the operations of the corporate form. Each will in turn be addressed in this section with emphasis on the how corporate law seeks to mitigate each.[44]

Figure 10Three conflicts, one firm
Every agency problem has a principal who trusts and an agent who is tempted. Select a numeral to see who is who, and how the temptation shows.
AGENTS WHO RUNLENDERS WITH A FIXED CLAIM THE PRINCIPALS WHO OWNTHE PRINCIPALS WHO OWN ManagersControlling shareholdersMinority shareholdersCreditors I II III
After Armour, Hansmann and Kraakman, Anatomy, ch. 2, and Jensen and Meckling (1976).
Agency problem I · Other people’s money
Shareholder vs. managers
since 1776

An early and highly influential discussion of this agency conflict can be found in Adam Smith’s “The Wealth of Nations”, where he noted that joint-stock company managers tend to look after their own self-interests rather than prioritize protecting the assets of the firm’s owners.[45] To build on to that, managers may shirk, pursue empire building, consume executive perquisites, or engage in “influence activities”. In turn, shareholders prioritize maximizing the net residual earnings of the firm, which may be hindered when managers pursue their own agendas.[46]

“
The directors of such companies, however, being the managers rather of other people’s money than of their own, it cannot well be expected, that they should watch over it with the same anxious vigilance with which the partners in a private copartnery frequently watch over their own.
Adam Smith · The Wealth of Nations · Book V · 1776
Agency problem II · Private benefits of control
Controlling (majority) shareholders vs. minority shareholders
tunneling

In this agency problem, controlling shareholders may extract private benefits of control at the expense of minority shareholders. Controlling shareholders, generally, are those who hold more than 50% voting shares, or alternatively, a large enough state to consistently dictate the outcome. They must act in the best interest of the corporation as a whole rather than purely for personal advantage. Minority shareholders are those who hold smaller stakes and lack independent voting control over general decisions.[47] They are vulnerable to value extraction and dilution. The issue arises when controlling shareholders direct corporate resources, assets, or profitable deals toward themselves at the expense of minority shareholders, which is also referred to as tunneling.[48]

Agency problem III · Who bears the downside
Shareholders vs. creditors
last in line

As discussed previously in the context of owner shielding, shareholders are incentivized to engage in excessive risk-shifting, asset stripping, or undercapitalization by transferring the downside risk of their endeavors to creditors.[49] To see why there are some important differences between the two interest groups. Shareholders are equity holders, and as such, their upside earnings are unlimited, while creditors who are lenders/bondholders, have usually a limited return. Moreover, shareholders are risk-seekers, since they benefit from high-volatility projects when they have unlimited upside and limited downside risk. Creditors are risk-averse in the sense that they face asymmetric downside due to the fact that they do not have a claim on upside gains, but they can lose their principal if the firm goes bankrupt.[50] Finally, on account of priority in liquidation, shareholders are last in line, as they are paid out only after all debts and liabilities are settled. In contrast, creditors are first in line, as they have first-priority claims over the firm’s assets and cash flows.[51] These differences create the agency conflict where shareholders favour high-risk, high-return strategies to capture unlimited upside, while creditors seek to minimize risk to protect their fixed-return capital.[52]

Figure 11Last in line, unlimited upside
Why shareholders and creditors want different things from the same firm. Move the firm's value, then compare two projects with identical expected value.
DEBT = 100 0200 VALUE OF THE FIRM WHEN THE DEBT FALLS DUE creditors: capped at the debt shareholders: everything above it
BustBoom
FIRM VALUE0CREDITORS GET0SHAREHOLDERS GET0
Same expected firm value, two projects
Safe project · 110 or 130Risky project · 40 or 200
Pick a project. Both are worth 120 on average; they differ only in how widely the outcomes swing.
Stylised payoffs with debt of 100. Illustrative numbers after Jensen and Meckling (1976), § 4.
Part IV
Conclusion

To answer the question posed in the beginning - how and why the law recognizes a business as a person of its own - this article brought in insights from law and economics to provide an introductory answer. First, the corporate form, as a distinct form of business organization, provides a legal framework that facilitates the pooling of capital, continuity of operations, and the efficient coordination of economic activity - all of which are essential for the functioning and prosperity of any business. Second, the five fundamental characteristics collectively establish the legal and organizational foundations that distinguish it from other forms of business organizations. Although, they provide crucial advantages, they also impose certain trade-offs. As illustrated by the landmark cases of Salomon v. A. Salomon & Co Ltd and Walkovszky v. Carlton, separate legal personality and limited liability raise important questions about the allocation of rights, risks, and responsibilities. Moreover, the three principal agency problems demonstrate that the interests of those who own, manage, and interact with a corporation do not always coincide. To conclude, corporate law serves not only to facilitate the corporate form and its economic activity but also to address the legal and organizational challenges arising from it at an acceptable social cost.[53] Ultimately, understanding these fundamental principles is essential to truly appreciating the significance of the corporate form in the modern economic world.

In closing
A business, recognised as a person of its own.
Corporate law makes the corporation a person, and then spends the rest of its pages deciding what that person owes, and to whom.
Notes on the recordSources and citations53 notes
All 53Treatise 23Journal 20Case law 7Institutional 2Classics 1
1
TreatiseJohn Armour, Henry Hansmann, and Reinier Kraakman, “What Is Corporate Law?,” in The Anatomy of Corporate Law: A Comparative and Functional Approach, 2nd ed., ed. Reinier Kraakman et al. (Oxford: Oxford University Press, 2009), 5-7. Chapter 1, § 1.2, introductory discussion on p. 5, and § 1.2.1, especially the paragraphs beginning on economics literature and the core element of the firm on p. 6.Copy
2
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 2-5. Chapter 1, § 1.1, particularly pp. 2-3, discussing coordination and the three principal conflicts among corporate participants.Copy
3
JournalR. H. Coase, “The Nature of the Firm,” Economica, new ser., 4, no. 16 (1937): 387-89, https://doi.org/10.1111/j.1468-0335.1937.tb00002.x. Section I, especially the discussion on pp. 388-89 contrasting the price mechanism with coordination by an entrepreneur.Open ↗Copy
4
JournalCoase, “Nature of the Firm,” 390-92. Section II, especially p. 390, paragraph about the main reason why it is profitable to establish a firm, and the following discussion of price discovery and negotiating separate contracts.Copy
5
InstitutionalInternational Institute for the Unification of Private Law (UNIDROIT), UNIDROIT Principles of International Commercial Contracts 2016, art. 1.1 and accompanying commentary, paras. 1 and 3. Chapter 1, Article 1.1, “Freedom of Contract,” together with the commentary explaining the principle and its limitations. This is an authoritative institutional formulation of contractual freedom, not a universally applicable statute.Copy
6
JournalCoase, “Nature of the Firm,” 390-92, especially section II.Copy
7
JournalCoase, “Nature of the Firm,” 388-89, 391. Section I, the discussion of the entrepreneur-coordinator, and Section II, the discussion of authority and the employment relationship.Copy
8
JournalCoase, “Nature of the Firm,” 394-95; Michael C. Jensen and William H. Meckling, “Theory of the Firm: Managerial Behavior, Agency Costs and Ownership Structure,” Journal of Financial Economics 3, no. 4 (1976): 308-9, https://doi.org/10.1016/0304-405X(76)90026-X. Coase, section IV, explaining the rising costs of internal organization and the possible misallocation of resources; Jensen and Meckling, § 1.4, paragraph about agency relationships.Open ↗Copy
9
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 5-11; Henry Hansmann and Reinier Kraakman, “Organizational Law as Asset Partitioning,” European Economic Review 44, nos. 4-6 (2000): 809-11, https://doi.org/10.1016/S0014-2921(00)00046-5. Anatomy, chapter 1, §§ 1.2.1-1.2.2; Hansmann and Kraakman, § 2.1, paragraphs discussing separate bonding assets, and § 2.2, opening paragraph defining asset partitioning.Open ↗Copy
10
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” p. 7, paragraph about the second component of entity shielding, which discusses liquidation protection.Copy
11
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 5-16.Chapter 1, § 1.2, and subsections 1.2.1-1.2.5.Copy
12
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 6-7, § 1.2.1, p. 6, paragraph about the core element of the firm as a nexus for contracts.Copy
13
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 6-7; Hansmann and Kraakman, “Organizational Law as Asset Partitioning,” 809-10. Anatomy, § 1.2.1, the paragraph about entity shielding involving two relatively distinct rules on p. 7; Hansmann and Kraakman, § 2.1, the paragraph about legal entities as ‘juridical persons’, on p. 810.Copy
14
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 7; Giuseppe Dari-Mattiacci, Oscar Gelderblom, Joost Jonker, and Enrico C. Perotti, “The Emergence of the Corporate Form,” Journal of Law, Economics, & Organization 33, no. 2 (2017): 193-95, https://doi.org/10.1093/jleo/ewx002Open ↗Copy
15
Case lawSalomon v. A. Salomon & Co Ltd [1897] AC 22, 22-27 (HL). Opening statement of the case and the factual accounts in the judgments of Lord Halsbury and Lord Macnaghten, including the discussion of incorporation under the Companies Act 1862.Copy
16
Case lawSalomon, [1897] AC at 27-30, 42-44.The reported summary of the proceedings and Lord Herschell’s discussion of the liquidator’s claim that the company was carrying on business as Salomon’s agent.Copy
17
Case lawSalomon, [1897] AC at 50-52 (Lord Macnaghten); see also 30-33 (Lord Halsbury LC). Lord Macnaghten’s judgment, especially p. 51, where he explains that a duly incorporated company is legally distinct from its subscribers, notwithstanding their continuing involvement in the business.Copy
18
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 8-10, § 1.2.2, particularly the opening explanation of limited liability and the distinction between protecting the firm’s assets and protecting shareholders’ personal assets.Copy
19
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 9-11, § 1.2.2, the discussion of limited liability’s influence on shareholder monitoring, investment risk, and capital markets.Copy
20
JournalJensen and Meckling, “Theory of the Firm,” 334-38; Hansmann and Kraakman, “Organizational Law as Asset Partitioning,” 814-16. Jensen and Meckling’s discussion of the agency costs associated with debt financing; Hansmann and Kraakman, § 4, on limited liability and the different treatment of contractual and tort liabilities.Copy
21
JournalHansmann and Kraakman, “Organizational Law as Asset Partitioning,” 809-10, § 2.1, p. 810, paragraph about legal entities as ‘juridical persons’.Copy
22
JournalHansmann and Kraakman, “Organizational Law as Asset Partitioning,” 814-15, § 4, especially the paragraph about organizational law not being essential to establishing limited liability on p. 815.Copy
23
JournalHansmann and Kraakman, “Organizational Law as Asset Partitioning,” 815, § 4.Copy
24
JournalHansmann and Kraakman, “Organizational Law as Asset Partitioning,” 815-16; Walkovszky v. Carlton, 18 N.Y.2d 414, 418-21 (1966). Hansmann and Kraakman, § 4, final paragraphs about the foregoing reasoning, and continuing the discussion of tort liability; Walkovszky, Judge Fuld’s majority opinion concerning the requirements for imposing personal liability.Copy
25
Case lawWalkovszky v. Carlton, 18 N.Y.2d 414, 416-17 (1966). Judge Fuld’s majority opinion, opening paragraphs describing the accident, Seon Cab Corporation, Carlton’s interests in ten corporations, and the applicable insurance minimum.Copy
26
Case lawWalkovszky, 18 N.Y.2d at 416-18. Judge Fuld’s discussion of the complaint and the distinction between treating the individual as responsible for operating the business and treating the corporations collectively as one enterprise.Copy
27
Case lawWalkovszky, 18 N.Y.2d at 418-21 (Fuld, J.). The majority’s discussion distinguishing an enterprise-liability theory from personal shareholder liability, followed by its conclusion that the complaint did not sufficiently plead liability against Carlton. The court granted leave to serve an amended complaint. It did not hold that personal liability would necessarily be impossible on differently pleaded facts.Copy
28
Case lawWalkovszky, 18 N.Y.2d at 421-26 (Keating, J., dissenting). Judge Keating’s dissent, particularly his discussion of deliberate undercapitalization, the foreseeability of accident risks, and the protective purposes of New York’s motor-vehicle liability legislation.Copy
29
JournalHansmann and Kraakman, “Organizational Law as Asset Partitioning,” 814-15, § 4.The authors explain why contractual limitations of liability are generally easier to arrange than the creation of separate creditor-priority rules.This applies principally to contractual obligations. Ordinary contracts cannot bind nonconsenting tort victims in the same way.Copy
30
JournalHansmann and Kraakman, “Organizational Law as Asset Partitioning,” 812-13, § 3. These passages explain why attempting to reproduce entity shielding through private contracts with numerous creditors would create significant transaction and monitoring costs.Copy
31
JournalHansmann and Kraakman, “Organizational Law as Asset Partitioning,” 813-14, § 3.Copy
32
JournalHansmann and Kraakman, “Organizational Law as Asset Partitioning,” 810, 814-16. § 2.1, concluding paragraphs on p. 810; § 4, discussion of the absence of limited liability in certain legal entities; § 5, explanation of organizational law’s distinctive contribution. The authors distinguish degrees of entity shielding. Partnerships may enjoy creditor-priority protection without the full liquidation protection associated with corporations.Copy
33
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 11-12, § 1.2.3, opening paragraphs explaining how shares can be transferred without affecting the corporation’s underlying contractual and property relationships.Copy
34
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 10-12. The discussion immediately preceding and within § 1.2.3, particularly the paragraphs explaining share liquidity and its relationship with diversification and shareholder risk.Copy
35
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 11-13, § 1.2.3, paragraphs discussing private and public corporations, transfer restrictions, and the different ownership structures found in corporations.Copy
36
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 12-14, § 1.2.4, opening discussion of the delegation of managerial authority and the board’s organizational role.Copy
37
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 13-14; Organisation for Economic Co-operation and Development (OECD), G20/OECD Principles of Corporate Governance 2023 (Paris: OECD Publishing, 2023), 15, 34-39, https://www.oecd.org/en/publications/g20-oecd-principles-of-corporate-governance-2023_ed750b30-en.html. Anatomy, § 1.2.4, paragraphs discussing the board’s relationship with shareholders and executives; OECD Principles, II.A, concerning shareholder rights, and V.D, concerning board responsibilities.Open ↗Copy
38
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 13-14, § 1.2.4, the discussion of board decision-making, the board as a governing organ, and the delegation of authority within the corporation.Copy
39
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 14-16, § 1.2.5, opening paragraphs explaining investor ownership, control rights, financial rights, and residual claims. Additionally, OECD Principle II.A, p. 15, identifies basic shareholder rights, including voting, electing board members, transferring shares, and sharing in corporate profits.Copy
40
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 15-16, § 1.2.5, paragraphs explaining the rationale for investor ownership and the relative homogeneity of shareholders’ financial interests.Copy
41
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 15-16, § 1.2.5, concluding paragraphs discussing the coordination and governance advantages associated with investor ownership.Copy
42
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 5-16.Copy
43
JournalJensen and Meckling, “Theory of the Firm,” 308-9, § 1.4, “Agency Costs,” especially p. 308, paragraph beginning “We define an agency relationship as a contract.”Copy
44
TreatiseJohn Armour, Henry Hansmann, and Reinier Kraakman, “Agency Problems, Legal Strategies, and Enforcement,” in The Anatomy of Corporate Law: A Comparative and Functional Approach, 2nd ed., ed. Reinier Kraakman et al. (Oxford: Oxford University Press, 2009), chap. 2, § 2.1, 35-36. Chapter 2, § 2.1, opening discussion identifying the three principal agency problems.Copy
45
ClassicsAdam Smith, An Inquiry into the Nature and Causes of the Wealth of Nations, 2 vols. (London: W. Strahan and T. Cadell, 1776), bk. 5, chap. 1, pt. 3, art. 1, discussion of joint-stock companies, paragraph beginning “The trade of a joint stock company is always managed by a court of directors.” Book V, chapter I, Part III, Article I, the paragraph discussing directors managing other people’s money. Smith’s discussion is also reproduced at the beginning of Jensen and Meckling’s original 1976 paper, p. 305.Copy
46
JournalJensen and Meckling, “Theory of the Firm,” 308-10, 312-15, § 1.4, explaining agency costs, and the subsequent discussion of managerial incentives and outside equity.Copy
47
TreatiseArmour, Hansmann, and Kraakman, “Agency Problems, Legal Strategies, and Enforcement,” 35-36; OECD, G20/OECD Principles of Corporate Governance 2023, 14-15, 20-21.Anatomy, chapter 2, § 2.1, discussion of conflicts between controlling and non-controlling shareholders; OECD Principles, chapter II, especially section II.F and its accompanying commentary concerning conflicts of interest and related-party transactions.Copy
48
InstitutionalOECD, G20/OECD Principles of Corporate Governance 2023, 20-21.Chapter II, Principle II.F, especially the commentary discussing the potential abuse of related-party transactions and private benefits of control. Tunneling refers more specifically to transferring or extracting value from a company for the benefit of controlling shareholders or related parties. It is not simply any instance of majority shareholders making decisions with which minority shareholders disagree.Copy
49
JournalJensen and Meckling, “Theory of the Firm,” 334-38.Copy
50
JournalJensen and Meckling, “Theory of the Firm,” 334-38; Armour, Hansmann, and Kraakman, “What Is Corporate Law?,” 14-16.Copy
51
JournalHansmann and Kraakman, “Organizational Law as Asset Partitioning,” 809-10; Armour, Hansmann, and Kraakman, “What Is Corporate Law?,” 14-16.Copy
52
JournalJensen and Meckling, “Theory of the Firm,” 334-38.Copy
53
TreatiseArmour, Hansmann, and Kraakman, “What Is Corporate Law?,” 28-29.Copy
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This article is an introduction to a body of law that varies by jurisdiction. It is written for general information and does not constitute legal advice.
The views expressed are those of the authors and do not necessarily reflect those of The Financier Review.
Written by
Boris Atanasov
Managing Partner · Chief Legal Analyst
Marta Ruseva
Legal Analyst
The Financier Review.
© 2026 The Financier Review. All rights reserved.
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