Ultimately, the question might not be whether agency theory or stewardship theory is the more valid. Each may be valid for some phenomena but not for others. Then the question is what are the switching rules between agency and stewardship theory, i.e., the situational contingencies which define distinct theoretical domains. For instance, agency theory has been shown to have explanatory value on the question of how firms react to “greenmail” (Kosnik 1987). It might be that managers seek to maximise organisational performance and shareholder returns, as stewardship theory states, so long as the fundamental coalition between managers and owners remains intact, that is, the organisation is on-going. Once the continuation of the organisation and employment of managers therein is threatened by the possibility of takeover which might dislodge incumbent executives, then managers react to protect their own self-interest as this is threatened and future organisational prosperity may have no benefits for them personally. Thus, the critical switching factor between agency and stewardship theories might be whether the fundamental organisational coalition (Cyert and March 1963; Blau 1964) is secure or jeopardised.