History’s view on the principal–agent relationship including history, context and change: evidence fromthree historical cases in the Southern Netherlands

Abstract

Purpose

The principal–agent literature often draws criticism for its ahistorical, acontextual and static nature, particularly when theories such as the agency or the stewardship theory are being used. This is because the field of economics tends to develop universalistic models and theories, excluding history, context and change, which renders them unusable for practitioners whose behavior is (partially) guided by the complex and differing environments in which they find themselves. The purpose of this paper is to contribute to this criticism by investigating how (and if) history, context and change influence the principal–agent relationship.

Design/methodology/approach

Instead of using the typical economic methodologies to study the principal–agent relationship, this paper makes use of the methodologies of the field of history to investigate how history, context and change affect principal–agent relationships in three cases in the early modern Southern Netherlands (the Dukes of Arenberg, the Roosewalle farm and Abbot De Loose of the Abbey of Ename). This methodology is especially suited, as it results in historical narratives that incorporate all of these three elements.

Findings

The main finding is that the cases show how history, context and change clearly affect the principal–agent relationship. These aspects are intricately intertwined, as earlier choices and context can cause a change in the principal–agent relationship, this creates a new presence (with an altered history) and sometimes even a new context. This results in a highly dynamic relationship that can evolve in very short periods, mostly in a path-dependent manner.

Research limitations/implications

The paper advocates by example for a shift in principal–agent research, emphasizing the necessity of considering history, context and change. This study demonstrates that these factors greatly affect the nature of the principal–agent relationship. In doing so, it may provide practitioners with better insights, as real-world principal–agent relationships are indeed impacted by these three factors.

Originality/value

By using historical methods, this study shows for the first time how context, change and history indeed influence principal–agent relationships. The findings of this paper encourage the development of theories and theoretical frameworks that more closely resemble reality, rather than being universalistic.