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The purpose of this paper was to highlight (1) how (if at all) social media is governed as a marketing communication channel and (2) whether there is conceptual congruence between board and executive staff with regards to social media in their organizations. Semi-structured interviews were conducted with one board member and one executive staff member from 22 Canadian national sport organizations. Results suggest nil governance and strategic oversight of social media; however, board and executive staff are seemingly aligned in this position. While having conceptual congruence is important for the organization's collective achievement, it is inherently problematic that neither side sees value in moving the discussion of social media to a governing level given its implications on marketing communication efforts. At the board level, NSOs should proactively establish a digital strategy considering the importance of the social (and digital) media function in the 21st century sport business landscape. [ABSTRACT FROM AUTHOR]

A large body of literature has focused on strategic leaders' (i.e., CEOs', TMT members', and board directors') influence on corporate social responsibility (CSR). However, inconsistent findings have been reported, impeding the theoretical and practical implications of this line of inquiry. Drawing from the strategic leadership literature and the corporate governance literature, we conducted a meta-analysis based on 318 samples to consolidate disparate findings on the relationships between frequently measured executive and board attributes and CSR. We also examined country managerial discretion and investor protection strength as potential boundary conditions of these relationships. With some exceptions, our meta-analytic results show that these executive and board attributes explained meaningful variance in CSR, and that country managerial discretion and investor protection strength played limited moderating roles. Additional analyses suggest that the board characteristics had a stronger relationship with CSR than the executive characteristics. [ABSTRACT FROM AUTHOR]

Various scholars and political actors advocate workplace democratisation to give employees greater influence over decision‐making. Many suggest employee board representation (EBR) as a mechanism to facilitate this, but some question how influential employee board representatives (EBRs) are and whether they represent their colleagues' views. This study investigates the extent to which EBR contributes to workplace democratisation, via a comparison of three Australian public sector organisations. The study found EBRs exerted significantly more influence at the Australian National University than at the Australian Broadcasting Corporation and the Australian Film Television and Radio School. Most EBRs wanted to draw upon staff experiences but their communication with colleagues was often constrained. Variances of influence were explained by the number of EBRs, the actions of the Chair, chief executive officer, government, and other board members. Two findings stand out as unique contributions: the importance of appointment powers to EBR influence in the public sector, and EBRs' limited influence on labour issues in the Anglosphere due to the adversarial system of labour bargaining being positioned largely outside the boardroom. The study concludes that EBR is a non‐tokenistic form of workplace democratisation, albeit with a specific scope, which has utility within a mix of democratising mechanisms. Points for practitioners: Most EBRs exerted a limited or moderate influence on decision‐making, but others exerted more significant influence. They were most influential on matters related to their experience and expertise and were largely unable to influence workers' pay, conditions, and other labour issues.Most EBRs did not represent their colleagues in a transactional or direct sense, but drew upon their experiences as staff members when making decisions. However, EBRs had fluctuating issues communicating with their fellow employees, largely due to managerial direction around confidentiality.The number of SEDs on the board and the actions of other board members, the Chair, chief executive officer, and the government explained the variances in SEDs' influence between agencies.This study's findings regarding EBR influence were middling compared to European research, but appointment powers were found to be particularly important in the public sector context. EBRs' influence was found to be limited on labour issues, suggesting a potential clash between the corporatist inclination of EBR and the adversarial system of labour bargaining prevalent in the Anglosphere.Elected EBRs offer employees a non‐tokenistic form of representation but within a limited scope of strategy and oversight. Given factors that constrain SEDs' influence and representativeness can be at least partly countered by policy design and political leadership, these findings bolster the policy case for extending EBR throughout the public sector. [ABSTRACT FROM AUTHOR]

Traditionally, people with disabilities have been excluded from the decision-making and governance of organisations that provide disability-related services. From a human rights perspective, people with disabilities should be involved in all decisions that affect their lives. This article is exploring the Disability Royal Commission's (the Commission's) findings on the inclusion of people with disabilities in the decision-making and governance of disability service providers, with a particular focus on findings that relate to people with intellectual disabilities. An analysis of the Commission's findings and recommendations was undertaken, with reference to relevant Public Hearing reports and other Commission publications. During the public hearings, the Commission was critical of disability service providers that did not include the perspective of people with lived experience in their decision-making and governance. The Commission recognised the capacity of people with intellectual disabilities to undertake governance roles, provided they receive necessary support. The Commission made several recommendations to increase the leadership of people with disabilities within disability-related organisations, including policy development and co-design roles. While the Commission supported the involvement of people with disabilities, including intellectual disabilities, in the governance of disability services, specific recommendations to guarantee, facilitate and resource such inclusion were missing. [ABSTRACT FROM AUTHOR]

The clonal materials of Tectona grandis L. f. in fast-growing plantations exhibit faster growth than the seminal materials. Therefore, it is necessary to investigate the differences in wood drying to ensure the quality and yield of the final product. This study evaluated the outdoor drying behavior of three genotypes of teak lumber. Two clonal genotypes (G1 and G2) and one of seminal origin (G3) were assessed. Boards measuring 30 × 150 × 1000 mm (thickness × width × length) were produced from the basal logs. The average moisture content (79.3, 64.9, and 60,1%), final moisture content (10.8, 9.8, and 11.6%), and mean drying rate (1.2, 0.97, and 0.85%.day-1) were observed in the wood from genotypes G1, G2 and G3, respectively. The clonal material crooked and bowed below 5 mm.m-1, which is considered the tolerance limit for both warpings. The seminal material had a greater incidence of splitting. The clonal genotypes G1 and G2 had similar qualities and presented higher drying rates, final moisture contents below 11% and a lower incidence of defects, especially splitting, compared to the naturally seeded material. [ABSTRACT FROM AUTHOR]

Talk by members of executive hospital boards influences the organizational positioning of nurses. Talk is a relational leadership practice. Using a qualitative‐interpretive design we organized focus group meetings wherein members of executive hospital boards (7), nurses (14), physicians (7), and managers (6), from 15 Dutch hospitals, discussed the organizational positioning of nursing during COVID crisis. We found that members of executive hospital boards consider the positioning of nursing in crisis a task of nurses themselves and not as a collective, interdependent, and/or specific board responsibility. Furthermore, members of executive hospital boards talk about the nursing profession as (1) more practical than strategic, (2) ambiguous in positioning, and (3) distinctive from the medical profession. Such talk seemingly contrasts with the notion of interdependence that highlights how actors depend on each other in interaction. Interdependence is central to collaboration in hospital crises. In this paper, therefore, we depart from the members of executive hospital boards as leader and "positioner," and focus on talk—as a discursive leadership practice—to illuminate leadership and governance in hospitals in crisis, as social, interdependent processes. [ABSTRACT FROM AUTHOR]

We interviewed 21 board chairs of nonprofits with social missions to ask how their organizations assess performance when they cannot adequately track the intangible work by employees or the outcomes of this work. We find that the uncertainty around tracking performance data makes boards skeptical of their ability to assess performance in these organizations. Our study suggests that the skepticism of these boards inspires effective strategies focused on decreasing uncertainty around performance. These strategies include tracking a combination of quantified data, process data, and narratives from employees and clients, and ensuring specific board processes that foster a psychologically safe environment for discussion and checking against cognitive biases. We find boards in these organizations to be aware, engaged, and effective at assessing performance and we suggest that policy makers can be better informed by accessing the knowledge and strategy used by these boards. [ABSTRACT FROM AUTHOR]

Between 2019 and 2022, 21 Hungarian public institutions were placed under the control of so-called public interest foundations (trust funds) instead of the state. As a result, the board of each foundation gained considerable power and authority over the institutions and thus paving the way for radical changes in the university management and internal governance. Although the governance reform is in line with international trends in many respects, we identified the unique characteristics of the Hungarian reform, such as the high proportion of politicians among members or their lifetime employment. Based on 38 interviews and document analysis, we examined the rationale behind the reform and the different interpretations of the role of boards. The results show that the perception of the role of boards depends on the level of trust that the board has in the institution and its management. Where boards treat universities as minors, a micro-managerial, supervisory role is more prevalent. Where, on the other hand, the university management is seen by the board as a more responsible, mature grown-up, a more empowering partnership role is possible. [ABSTRACT FROM AUTHOR]

Changes to the structure of English education because of decentralisation policy, particularly since 2010, have resulted in the creation of large groupings of schools – multi-academy trusts, organisations with multi-level governance structures, set out in schemes of delegation. Although the government has demanded absolute clarity on the role and remit of each part of the structure and the relationship and reporting between them, recent research suggests that there is little clarity or consistency in the role and function of board structures, with members often confused about their roles. This study draws on data from a funded project to examine: What level of consistency there is in multi-academy trust schemes of delegation, and what evidence is there that schemes of delegation align with sensemaking models of board members? The article concludes with a discussion on what the findings imply for use of schemes of delegation as useful tools for board member sensemaking in multi-academy trusts; revealing that although they can be useful tools for sensemaking, their usage varies a great deal between boards and board members. [ABSTRACT FROM AUTHOR]

We show that US firms increase their sustainability performance when their directors acquire expertise through their exposure to sustainability reforms in foreign countries where they serve as directors. Our results suggest that a board that gains sustainability expertise increases a firm's overall sustainability performance by 7.1%. The increase in sustainability comes both from improvements in environmental and social practices. Directors also consider the tradeoffs between sustainability improvements and firm characteristics, with boards having a stronger impact on sustainability in firms from clean industries and firms that face fewer operational and financial constraints. [ABSTRACT FROM AUTHOR]

South Africa's state-owned enterprises (SOEs) have been criticised for underperformance, which is blamed on state capture. This article analysis the legislative framework in the contexts of state capture agency problem and argues that state capture of SOEs in South Africa was possible because of corporate governance failures. It sets three interrelated objectives, namely: To study the relationship between the number of independent members of the board of directors and the performance of SOEs; To analyse the relationship between the board of directors' meeting attendance and performance of SOEs; and, To determine the effectiveness of audit committees and performance of SOEs. The article uses qualitative methods and review of existing literature. It finds that the underperformance of South Africa's SOEs is related to the characteristics of boards of directors such as the number of independents, meeting attendance and effectiveness of audit committees. Several recommendations are made relating to improvements in the number of independent board of directors members in the SOEs, attendance of meetings and effectiveness of audit committees. [ABSTRACT FROM AUTHOR]

Purpose: There is a longstanding debate over the role of modern business methods in the contemporary non-profit organisation (NPO). Critics of business practices assert that they may undermine the missions of NPOs. The aim of this paper is to contribute to this debate. Many accounting researchers have shifted research focus to concepts such as trust and crises. These are important topics. But they may overshadow practices which are taken for granted as accepted practice which does not merit re-examination. Design/methodology/approach: This qualitative project is based on an initial survey followed by comparative case studies of three NPOs. The researchers have used both interviews and documentary analysis in this study. Findings: The contention that the adoption of business-like practices undermines the fundamental aim of altruism of NPOs is challenged by the findings of this paper. The very concept of altruism is not a single unifying concept in NPOs – it is a contested idea. However, and most importantly, in this research there is no evidence of mission drift by NPOs which adopt business practices. This research highlights the way many NPO CEOs are mission-driven but also pragmatic bricoleurs in their consideration of new business practices. Most importantly, these case studies demonstrate a variation in practices within the participating organisations. This raises challenging questions about a receptive context for the adoption of new business practices which are explored in this paper. Research limitations/implications: The case studies in this paper are from the UK, and further studies in different operating contexts in other countries would be useful. In particular, the finding that the fundamental ethos of NPOs is not challenged by being business-like merits further research. There is also scope for further research on what constitutes a receptive context for the adoption of new business practices by NPOs. Practical implications: This study reveals the potential significance of NPO boards, particularly non-executive directors, in the shaping of organisational practices. There is evidence in this study of NPOs recruiting business experts for purposes of legitimation. But this study also shows how business expertise can be mobilised to enhance NPO performance by bricoleurs in NPO who are highly motivated individuals who will adopt useful business practices to hand if they improve charity outcomes. Social implications: The NPO organisations are motivated by the desire to make a difference to the lives of people who are vulnerable or disadvantaged. This study has interesting implications for managers and directors of NPOs on their effectiveness. Originality/value: This study challenges the critical view that becoming more business-like undermines the fundamental ethos of altruism in NPOs. This is an important finding, but this study also reveals the recruitment of business expertise by NPOs purely for purposes of legitimation. However, these legitimating practices differ from the well-established view of isomorphism in the field of NPOs and suggests that, on the contrary, there is a variation in practice within the NPO field which has important implications for donors, regulators, directors and managers of NPOs. [ABSTRACT FROM AUTHOR]

Copyright of Floresta is the property of Revista Floresta and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study analyzes how family control influences firms' acquisition activity using a socioemotional wealth (SEW) approach and discusses their anticipated SEW gains and losses when making acquisition decisions. Data collected from Spanish public companies from 2010 to 2015 indicates that family firms are more reticent about undertaking acquisitions than nonfamily firms, and their lower propensity is more pronounced when there are no former politicians on the board of directors whose presence could reduce potential SEW losses. Furthermore, the benefits of former politicians on the board of family firms in terms of acquisition activity only occur in low-velocity industries. [ABSTRACT FROM AUTHOR]

This paper examines the impact of board characteristics--such as size, gender diversity, skills, and meeting frequency--on the financial performance of SACCOSs in Tanzania. The study focused on three financial performance indicators: net loan income, operating efficiency ratio, and deposit-to-asset ratio. Descriptive statistics and linear regression models were used to analyse panel data collected from financial reports of 198 SACCOSs for five years (2014-2018). The results show a positive and significant relationship between financially-skilled board member(s) and the deposit-to-asset ratio; conversely, they were negatively associated with the operating efficiency ratio. The results further show that board meetings are positively and significantly related to net loan income, whereas board size is positively associated with the operating efficiency ratio. Moreover, the paper found no evidence of a relationship between women's board members and financial performance. Impliedly, having financially-skilled directors on a board and regular board meetings facilitated financial performance in a SACCOS. Thus, the paper calls for board members to have financial skills, and boards to conduct regular meetings for constructive advice and effective monitoring to boost financial performance. [ABSTRACT FROM AUTHOR]

Policy PointsHospital executives posit a number of rationales for system mergers which lack any basis in academic evidence. Decades of academic research question whether system combinations confer public benefits. Antitrust authorities need to continue to closely scrutinize these transactions.Recently, mergers of hospital systems that span different geographic markets are on the rise. Economists have alerted policymakers about the potential impacts such cross‐market mergers may have on hospital prices. We suggest there are other reasons for concern that scholars have not often confonted. Cross‐market mergers may be conducted for purely self‐serving reasons of organizational growth that increases executive compensation. Combinations of sellers should have clear advantages to consumers. System executives and their boards should bear the burden of proof.Federal regulators and state attorney generals should be cognizant that rationales for cross‐market systems advanced by merging parties are unlikely to be operative or dominant in merger decision making.Policymakers should be careful about passing legislation that encourages hospitals to consolidate. Context: There is a growing trend of combinations among hospital systems that operate in different geographic markets known as cross‐market mergers. Economists have analyzed these broader systems in terms of their anticompetitive behavior and pricing power over insurers. This paper evaluates the benefits advanced by these new hospital systems that speak to a different set of issues not usually studied: increased efficiencies, new capabilities, operating synergies, and addressing health inequities. The paper thus "looks under the hood" of these emerging, cross‐market systems to assess what value they might bestow and upon whom. Methods: The paper examines recently announced cross‐market mergers in terms of their supposed benefits, as expressed by the systems' executives as well as by industry consultants. These presumed benefits are then evaluated against existing evidence regarding hospital system outcomes. Findings: Advocates of cross‐market hospital mergers cite a host of benefits. Research suggests these benefits are nonexistent. Additional evidence suggests other motives may be at play in the formation of cross‐market mergers that have nothing to do with efficiencies, synergies, or community benefits. Instead these mergers may be self‐serving efforts by system chief executive officers (CEOs) to boost their compensation. Conclusions: Cross‐market hospital mergers may yield no benefits to the hospitals involved or the communities in which they operate. The boards of hospital systems that engage in these cross‐market mergers need to exercise greater diligence over the actions of their CEOs. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to enhance understanding of the collaboration between chairs of nurse councils (CNCs) and members of executive hospital boards (BM) from a relational leadership perspective. Design/methodology/approach: The authors used a qualitative and interpretive methodology. The authors study the daily interactions of BM and CNCs of seven Dutch hospitals through a relational leadership lens. The authors used a combination of observations, interviews and document analysis. The author's qualitative analysis was used to grasp the process of collaborating between BM and CNCs. Findings: Knowing each other, relating with and relating to are distinct but intertwined processes that influence the collaboration between BM and CNC. The absence of conflict is also regarded as a finding in this paper. Combined together, they show the importance of a relational process perspective to understand the complexity of collaboration in hospitals. Originality/value: Collaboration between professional groups in hospitals is becoming more important due to increasing interdependence. This is a consequence of the complexity in organizing qualitative care. Nevertheless, research on the process of collaborating between nurse councils (NCs) and executive hospital boards is scarce. Furthermore, the understanding of the workings of boards, in general, is limited. The relational process perspective and the combination of observations, interviewing and document analysis proved valuable in this study and is underrepresented in leadership research. This process perspective is a valuable addition to skills- and competencies-focused leadership literature. [ABSTRACT FROM AUTHOR]

Purpose: The use of linear models has major limitations for accurately representing the true link between gender diversity and organizational performance. This study aims to explore two curvilinear models and tests which one – the U-shape or the inverted U-shape – best represents the gender diversity–performance link at two hierarchical levels: the board of directors and the workforce. Design/methodology/approach: Both models are tested using data collected from a representative sample of Spanish educational organizations, which are dominated numerically by women, although women are still slightly underrepresented in managerial positions. Findings: The results show the existence of an inverted U-shape and, therefore, the existence of a potential "optimal" level of gender diversity for both the board of directors and the workforce. While the highest performance by the board of directors is attained when the proportion of women and men is balanced in the workforce, the highest level of performance is attained when the proportion of women is greater. Originality/value: There are hardly any studies simultaneously exploring the gender diversity–performance linkage at two hierarchical levels where the proportion of women/men is substantially different: the board of directors and the workforce. Thus, this study contributes to better know whether such relationship is dependent on the hierarchical position. It is important to know this because each level is related to different functions and tasks and shape a social status that can significantly influence performance. [ABSTRACT FROM AUTHOR]

The aim of this study is to explore leadership within nonprofit sport governance. As an outcome, the authors present a preliminary working model of leadership in nonprofit sport governance based on existing literature and our new empirical evidence. Leadership in nonprofit sport governance has received limited attention to date in scholarly discourse. The authors adopt a case study approach involving three organizations and 16 participant interviews from board members and Chief Executive Officers within the golf network in Australia to uncover key leadership issues in this domain. Interviews were analyzed using an interpretive process, and a thematic structure relating to leadership in the nonprofit sport governance context was developed. Leadership ambiguity, distribution of leadership, leadership skills and development, and leadership and volunteerism emerged as the key themes in the research. These themes, combined with existing literature, are integrated into a preliminary working model of leadership in nonprofit sport governance that helps to shape the issues and challenges embedded within this emerging area of inquiry. The authors offer a number of suggestions for future research to refine, test, critique, and elaborate on our proposed working model. [ABSTRACT FROM AUTHOR]

Purpose: This paper seeks to consider the influence of organisational culture and its relationship to employees' perception of the brand of the organisation they work for. It also aims to clarify where the responsibility lies for setting the organisational culture and whether that role is a board-driven function, falls within the influence of the CEO, or both. Design/methodology/approach: The research approach uses phenomenology, which focuses on participants' lived experiences. Phenomenology is a segment of interpretivism that explores participants' recollections and interpretations of events. From this, the researcher can gain insights into phenomena that can be grouped into themes for further analysis. A total of nine in-depth interviews were conducted with CEOs and senior management personnel from a range of service industries operating in Australia. Results: All participants considered organisational culture to be vital in guiding employee behaviour and highlighted the need for boards and CEOs to be cognisant of the necessity to communicate organisational values and culture to staff in a consistent manner. The implications of these results reveal that employees' opinions of organisational culture can negatively or positively affect their attitude and engagement with the brand of the company within which they are employed. [ABSTRACT FROM AUTHOR]

Gender inequality is still a very expressive phenomenon nowadays. This reality is reflected in several areas, namely, in the opportunities/barriers placed on women who aspire to perform top management functions. This study aims to analyze the workers' perceptions of women's organizational leadership. A questionnaire was given to 186 employees that work in different hierarchical positions in organizations that supply sports services. Two dimensions were analyzed related to (i) the identification of the stereotypes that label women in the performance of domestic work, family, or professional issues, and (ii) the evaluation of their roles and skills as managers/leaders. Through a multivariate analysis, three factors were identified in each dimension. Significant differences were found between the gender variable and in the different factors except in the factor about women and family life. Despite the several policy interventions in the field of gender equity, the results of this study suggest a preference for male managers. Thus, study gives relevant contributions showing different gender perceptions in the organizational context, contributing to the analysis of the problem around gender discrimination. [ABSTRACT FROM AUTHOR]

Faced with an increasingly hostile environment, organizations defending and advancing rights need to maximize their strength. Assessing their internal health and understanding the ways in which weak systems and practice make them vulnerable should be a priority. In discussions among rights leaders at o project to build strength and solidarity in the human rights field, three particular oreas show up as needing more attention and better approaches: board governance, executive leadership transitions and internal organizational culture. In eoch case, the experience shared suggests that capacity for self-reflection, learning and trust is likely to support better organizational health and ability to withstand negative conditions. While organizations are responsible for their own health, donor practice can sharply affect their experience and has an impact on the health of the field. Attention to organizational health is a critical point of departure for building resilience and strength but for a stronger human rights field, organizations and movements also need to focus outwards, on building greater solidarity. [ABSTRACT FROM AUTHOR]

Corporate governance research has been driven by underlying assumptions and perspectives that are predominantly based on our understanding of US publicly listed companies and US capital market constituents with an emphasis on shareholder value maximization. Yet today, public companies face a changed governance landscape driven by the growth in passive funds, the dominance of the Big Three index funds, and the emergence of activist hedge funds. In addition, increasing investor emphasis on environmental, social, and governance matters has led to a shift away from shareholder primacy. While public companies face an altered governance context, scholars for the most part have not paid attention to the ramifications of these developments on corporate governance and strategic decision-making. We articulate the factors that have emerged and identify opportunities for future research that will lead to greater insight and a more comprehensive understanding of how the changed governance landscape is influencing managerial and board decision-making and firm outcomes. [ABSTRACT FROM AUTHOR]

We find that the cultural distance between the CEO and a firm's directors increases the sensitivity of CEO turnover and compensation to performance while enhancing shareholder value. This effect is concentrated in the cultural distance between the CEO and independent directors. More culturally distant CEOs adopt less risky financial and operating policies. To establish causality, we use the sudden exit of directors as a source of exogenous change in cultural distance. Overall, our results suggest that cultural distance increases information collection costs. This causes the board to monitor with increased rigor and to rely on "hard" information to assess CEO performance. [ABSTRACT FROM AUTHOR]

Background: Medications may be specially prepared, or "compounded," to meet the needs of patients who cannot use standard formulation. The United States Pharmacopeia (USP) Convention is a private, nongovernmental organization which independently develops guidelines for pharmaceuticals. The purpose of this survey study is to better understand the extent to which state boards of pharmacy currently incorporate relevant USP guidelines into their compounding regulations. Methods and findings: Executive directors or other administrative representatives of each state board of pharmacy were invited to respond to six open-ended questions. Their free text responses were analyzed by two reviewers (KR, SI) using qualitative research techniques. The response rate was 71% (36/51). Almost all (35/36, 97%) indicated that they implement USP compounding standards at least in part. Eighteen boards (18/28, 64%) reported that 'some, but not all standards' are enforced, most commonly < 795 > and < 797 > , but not < 800 > (9/28, 32%). Ten (10/28, 36%) indicated that 'all' USP compounding standards are enforced. Eighteen (18/21, 86%) only implement finalized USP standards, whereas three consider newly proposed chapters (3/21, 14%). Over half (22/36, 61%) employ a committee or similar process to select standards. Conclusions: Almost all responding state boards of pharmacy incorporate finalized USP compounding standards into their regulations, usually via a formal rulemaking process, with boards commonly implementing some standards but not all. Chapters < 795 > and < 797 > are implemented more commonly than < 800 >. Since Congress passed the Drug Quality and Security Act (DQSA), pharmacy boards are becoming increasingly observant of USP compounding standards. [ABSTRACT FROM AUTHOR]

This paper critically examines the evolving state of sport governance with an applied examination of the Gaelic Athletic Association (GAA) in Ireland. The challenge, which this article considers, is how this transformation becomes realised in an organisation, like the GAA, whilst remaining broadly aligned to an amateur and volunteer-led ethos, still representative of its membership at large and continuing to be broadly equitable in its funding and other fiscal policies. At a governance level it raises specific questions about the role of elected boards, their backgrounds, competencies, scope, and purpose as this strategic 'step change' becomes embedded and, inevitably, poses many challenging questions. Put simply, if the direction of an organisation changes, requiring new and different attributes on behalf of those governing it, what is the most effective way to ensure this happens within specific cultural constraints and what are the associated challenges if it does not achieve this outcome? [ABSTRACT FROM AUTHOR]

Institutional investors, policy makers, and researchers have advocated for greater director independence in hopes of improving corporate governance and discouraging unethical behaviors such as corporate frauds, accounting irregularities, and other organizational failures. However, increasing demands upon directors and sitting CEOs, as well as constraints on the number of boards on which they can serve, has resulted in a dramatic increase in the use of retired independent directors ("RIDs"). Compared to other directors with full-time job demands, we argue that RIDs (who lack full-time primary employment) have lesser time constraints and greater attentional capacities with which to discharge their responsibilities, thereby improving overall board "bandwidth." Using S&P 1500 firms for the period of 2000–2012, we find that enhanced board bandwidth associated with an increased proportion of RIDs on the board relates to greater resource provisioning through reducing costs of capital, improved monitoring through reducing disclosure-related weaknesses, and better accounting and market performance. We thereby advance traditional board bandwidth research by contemplating the available time that independent directors would have by virtue of being retired (i.e., whether a director lacks a "day job") and relating this to board effectiveness. [ABSTRACT FROM AUTHOR]

This paper examines how governance in the further education (FE) sector in Northern Ireland (NI) has been shaped by policy frameworks implemented at local, regional, national and UK levels. Despite the unique ways in which FE policy has developed alongside the other devolved nations, very little research has considered the NI context and its complexity. In this paper we first examine the history of FE provision in NI, and the development of FE in NI in relation to the rest of the United Kingdom (UK). Following this, we examine the impact of recent FE policy on governance structures and governing practices across the six regionalised colleges operating in NI today by presenting some insights gained from ethnographic observations of governing boards in action and interviews with key policy actors. Our analysis of the empirical data reveals key challenges facing FE governing bodies in NI in relation to financial and budgetary concerns, the multiple relationships between colleges and the various government departments, and the uncertainty presented by the suspension and subsequent reinstatement of Stormont and the EU Exit (Brexit). We conclude by offering reflection on these analyses in relation to FE governance in NI going forward. [ABSTRACT FROM AUTHOR]

This study investigates whether corporate governance and corporate foundations have any influence on corporate social responsibility (CSR) reporting practices in the context of a developing country - Mauritius. Data were collected from Mauritian listed companies for the period of 2007-2014. Content analysis was used to assess the extent of CSR reporting. Multivariate regression was used to investigate the three research hypotheses. It was found that firms which contribute to a CSR foundation, generally report a higher level of CSR information provision. Conversely, state ownership has a negative influence on the level of CSR reporting while board independence had no significant influence on CSR reporting. This study contributes to the literature by shedding light on less explored intrinsic drivers of CSR reporting. While the role of extrinsic drivers (e.g. institutional obligations) remains relevant, it is only through an organizational/management commitment to ethical and social issues that substantive embedding of positive managerial attitudes toward CSR and stakeholder will occur. [ABSTRACT FROM AUTHOR]

Research Summary: Agency perspectives suggest long‐tenured independent directors (LTIDs) may be cronies of the CEO, making their boards less effective, but we theorize that LTIDs may have particular expertise and motivation to improve board effectiveness and ultimately firm performance. We find strong support for this prediction using 15 years of data on the S&P 1,500 firms and an instrument based on director age at time of hire. We also find that an LTID adds more value to firms that are complex or mature, had more CEOs during the LTID's tenure, and have less entrenched management. Post hoc analyses of director deaths and shareholder class action lawsuits and activist motions provide additional evidence that LTIDs add value to the firms on whose boards they serve. Managerial Summary: We study whether having a long‐tenured independent director (LTID) on the board has implications for firm performance. In general, we find that firms with an LTID perform better than firms without one. The performance benefits accrue primarily to firms that have complex operations, are in the mature stage of their lifecycle, and had more CEOs during the LTID's tenure. That said, firms with entrenched management do not benefit from having an LTID. We also find that firms with an LTID experience fewer class action lawsuits and shareholder activist motions and that the stock market reacts adversely to the death of an LTID. Overall, the evidence is that LTIDs offer valuable experience and stability to the firms on whose boards they serve. [ABSTRACT FROM AUTHOR]

Strategic leadership and corporate governance scholars have long been interested in how boards of directors make decisions pertaining to important strategic issues that can have a material impact on their organizations. To date, however, research on board decision-making, especially as it relates to issues of corporate social responsibility (CSR), environmental management, or sustainability, has concentrated almost exclusively on structural, demographic, or ownership factors of boards and their impact on various aspects of corporate social or environmental performance. Even still, many reputable corporations with exemplary corporate governance structures continue to make questionable strategic decisions with regards to environmental sustainability. As such, this research seeks to look into the "black box" of corporate governance to understand exactly how boards of directors are dealing (or not) with issues related to environmental sustainability. To do so, we conducted a series of qualitative interviews with directors and were surprised to find that social and environmental sustainability was simply not debated in the boardroom. Using an attention-based view of the firms (ABV), we present a process-based model that explains this phenomenon and introduce the new construct of attentional voids so as to contribute to our understanding of governing for social and environmental sustainability. [ABSTRACT FROM AUTHOR]

Copyright of Revista Gestão & Tecnologia is the property of Revista Gestao & Tecnologia and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

In today's world, CEOs are frequently dismissed following corporate misconduct or poor performance. Yet, it is often difficult to predict when boards will dismiss the CEOs, as the same behavior often results in different decisions across firms. Taking a socio-cognitive perspective, this article explores the factors that lead a CEO to become tarnished. It then uses expectancy violation theory combined with attribution theory as well as stakeholder theory, concepts of legitimacy, and motivational theory to understand how the board evaluates the tarnished CEO. [ABSTRACT FROM AUTHOR]

This article synthesises and highlights outcomes from a governance and risk forum that identified emerging risks for businesses and organisations. A governance framework is first presented followed by a discussion of recent developments in relation to elements of the framework as part of a mini-review of the literature. Emerging risks and opportunities around the changing nature of work, corporate culture, blockchain and cyber security were highlighted, with a particular emphasis on climate-related risks. Key questions to ask as a non-executive director or governance and risk committee members regarding these risks include could our sector or organisation be impacted by these emerging risks and opportunities? What could be the implications if these risks were to materialise and to what extent will our current business and operating model be impacted? How could our organisation be seizing the opportunity created by the pending changes in these areas? The findings and implications of the governance and risk issues are highlighted for the extractives sector and are especially important as the extractive sector faces challenges in its transformation. The study is novel as it highlights insights from the practitioner perspective of governance which is not captured in the literature. Recommended remedies for each risk are provided, and businesses are advised to undertake a focused review of non-financial risks, including corporate or organisational culture. [ABSTRACT FROM AUTHOR]

Corporate governance plays a significant role in monitoring managerial behaviour, and thus in reducing firm-level risks and increasing firm value. Using a global unbalanced panel of 6,241 firm-year observations over the period of 1996–2016, we investigate the impact of internal and external governance attributes on firm risk. We address the endogeneity problem inherent in governance studies using option-based risk measures for jump and volatility risks. We use a multiple theoretical perspective to explain the relationship between governance mechanisms and firm risk. Our results indicate that board structure and entrenchment factors have a differential impact on firms' jump and volatility risks. Our evidence reveals that firms with higher entrenchment provisions tend to increase volatility risk and that a higher proportion of outside directors increases firms' volatility risk. Board size and CEO salary reduce volatility risk yet increase jump risk. We also find that the proportion of outside directors is negatively associated with firms' jump risk. Overall, our results reveal interesting evidence and provide implications for future governance studies. [ABSTRACT FROM AUTHOR]

Organizational decision making that leverages the collective wisdom and knowledge of multiple individuals is ubiquitous in management practice, occurring in settings such as top management teams, corporate boards, and the teams and groups that pervade modern organizations. Decision-making structures employed by organizations shape the effectiveness of knowledge aggregation. We argue that decision-making structures play a second crucial role in that they shape the learning of individuals that participate in organizational decision making. In organizational decision making, individuals do not engage in learning by doing but, rather, in what we call learning by participating, which is distinct in that individuals learn by receiving feedback not on their own choices but, rather, on the choice made by the organization. We examine how learning by participating influences the efficacy of aggregation and learning across alternative decision-making structures and group sizes. Our central insight is that learning by participating leads to an aggregation–learning trade-off in which structures that are effective in aggregating information can be ineffective in fostering individual learning. We discuss implications for research on organizations in the areas of learning, microfoundations, teams, and crowds. [ABSTRACT FROM AUTHOR]

Traditional information signs are not obsolete in the 21st century but can be of value to visitors. We present our collaborative approach to creating interpretation panels. The well-developed workflow helps to design, set up and maintain all formats of onsite visitor information in the Gesäuse National Park. [ABSTRACT FROM AUTHOR]

Wooden shingles have been known in Europe and other regions worldwide for several thousands of years. They are usually split, and according to handicraft rules, as well as historical literature, a split surface has many advantages. It is more flexible, more elastic, stronger, and less exposed to cupping than a sawn surface because no fibers have been cut. It also follows wood rays; it is more durable than a sawn surface because cut fibers absorb more moisture, creating good conditions for fungal growth. However, because sawing is the main procedure for dividing logs into timber, sawn boards are currently used for roofing. The short life span of such roofing has often been discussed by craftsmen. In this study, a 37-year-old roofing was evaluated to determine the important parameters of high-durability sawn boards. Results showed that the presence of juvenile wood, fiber deviations, and knots reduced the durability of these boards. Therefore, sawn boards of the same wood quality as split shingles may have the same durability. [ABSTRACT FROM AUTHOR]

African-American women represent an untapped resource and bring with them transformational characteristics and resilience that are vital to the increasingly complex world of nonprofit leadership. This sector will lose 75% of its leaders soon with the retirement of baby boomers. It is crucial that nonprofits consider the next chapter in leadership. This paper is based on a mixed-methods study of the leadership styles and resilience of African-American women leaders in nonprofit organizations. Including these women in the leadership pool makes sense to the future and continuing success of nonprofit organizations. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to present a quality improvement approach titled "Picture-Understanding-Action" used in Ireland to enhance the role of healthcare boards in the oversight of healthcare quality and its improvement. Design/methodology/approach: The novel and practical "Picture-Understanding-Action" approach was implemented using the Model for Improvement to iteratively introduce changes across three quality improvement projects. This approach outlines the concepts and activities used at each step to support planning and implementation of processes that allow a board to effectively achieve its role in overseeing and improving quality. This approach matured over three quality improvement projects. Findings: The "Picture" included quantitative and qualitative aspects. The quantitative "Picture" consisted of a quality dashboard/profile of board selected outcome indicators representative of the health system using statistical process control (SPC) charts to focus discussion on real signals of change. The qualitative picture was based on the experience of people who use and work in health services which "people-ised" the numbers. Probing this "Picture" with collective grounding, curiosity and expert training/facilitation developed a shared "Understanding". This led to "Action(s)" from board members to improve the "Picture" and "Understanding" (feedback action), to ask better questions and make better decisions and recommendations to the executive (feed-forward action). The Model for Improvement, Plan-Do-Study-Act cycles and a co-design approach in design and implementation were key to success. Originality/value: To the authors' knowledge, this is the first time a board has undertaken a quality improvement (QI) project to enhance its own processes. It addresses a gap in research by outlining actions that boards can take to improve their oversight of quality of care. [ABSTRACT FROM AUTHOR]

The COVID-19 pandemic highlighted major challenges in governance and inequalities particularly among those from Black, Asian and minority ethnic (BAME) groups. This paper focuses on the BAME community and explores this through a governance lens, with particular reference to the representation and functioning of boards involved in healthcare and building a transparent culture. To illustrate this, the paper utilises a series of structured reflective questions with model answers termed Right Question, Right Answer and links to the Centre for Quality in Governance (CQG) Maturity Matrix. This article highlights the need to improve diversity and accountability of health and care organisations to their staff and local population. For governance to be effective, it must be aligned and comply with healthcare system regulations to ensure improvement of legislative acts and standards. The paper aims to inform government policy by moving from rhetoric, or merely describing challenges, to action and change by increasing accountability. [ABSTRACT FROM AUTHOR]

Despite increasing gender-equality in many areas, corporate power is still strongly male-dominated. Prevailing research often relies on the cognitive, demand-side mechanism of in-group favoritism based on single-country studies to produce generalized explanations of men's dominance in top management and to recommend remedies, such as gender quotas on boards. However, existing research findings are mixed. We contribute to the research field by analyzing original data from 457 large companies in Norway and the US, examining associations of the gender-composition on boards and in the actual Executive Committees. The predictions of in-group favoritism are partly supported in the US, but largely not supported for Norwegian companies with gender-balanced boards due to quotas. We argue that in-group favoritism is an incomplete explanation. We call for research examining the organizational and societal processes curtailing the supply of qualified women for top-executive positions, across national and regulatory contexts and organizational levels. [ABSTRACT FROM AUTHOR]

Nonprofit governance models rarely incorporate board intragroup dynamics as a significant factor that influences board performance, despite studies suggesting that such dynamics play a larger role than previously thought (Schoenberg et al., 2016). This paper presents a mixed methods exploratory study examining the quality of board social capital within the largest domestic violence agency in the U.S., and governance effectiveness. The paper draws on the social capital theory of nonprofit governance (Fredette & Bradshaw, 2012), which suggests that the quality of social capital within the board facilitates effective governance. Findings support this theory, and also highlight the critical role of board leadership. This study contributes to the needed examination of the role of social and relational factors on effective nonprofit governance. [ABSTRACT FROM AUTHOR]

Copyright of International Journal of Arts Management is the property of International Journal of Arts Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Multi-academy trusts are groups of schools in England led by an Executive Head Teacher and a Board of Trustees. High profile failures of these organisations raise questions over the way they are strategically led. Leadership studies argue that the absence of strategic thinking is a major detractor from performance & sustainability. However, creating strategy for a single organisation is very different to creating it for a collaboration. This article adopts a schema-based approach to examine the ways in leadership boards approach strategy as learning. Drawing on 42 qualitative interviews it asks: What evidence is there that strategy is a learning activity; What organisational implications are there for this? What are the implications of this for Trustee and CEO development in this area? And what theoretical contribution does this study make to what is known about strategy learning in multi-level organisations? The paper concludes that there is evidence to suggest that respondents view strategy as learning, whilst also suggesting areas for professional development for school leaders. From a theoretical perspective, the paper adds to knowledge on the role of metacognition in a strategy as learning approach to strategic decision-making. [ABSTRACT FROM AUTHOR]

Prior literature on nonprofit organizations (NPOs) has focused on the effect of board composition on organizational efficiency. However, this research is focused on presenting an analysis of the relationship between the financial vulnerability of NPOs and their boards. Although studies of for‐profit organizations have confirmed this relationship both theoretically and empirically, it is a novel one in the literature regarding nonprofit entities. We apply a multitheoretical approach to explain the dual role of the board (providing both advice and monitoring operations) and a multidimensional model of financial vulnerability. To this end, we use an original hand‐collected database of 64 NPOs from Spain and 800 board members. Contrary to our expectations, our results do not support the existence of a significant relationship between board composition (in terms of board structure and directors' experience and education) and the financial vulnerability of NPOs. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to identify how board recruitment processes have been impacted by the Australian Securities Exchange (ASX) governance changes requiring listed boards to report annually on their gender diversity policy and profile. Design/methodology/approach: Employing a social constructivist approach, the research analyses interviews conducted with matched samples of board directors and stakeholders in 2010 and 2017 about board recruitment in ASX50 companies. Findings: The introduction of ASX guidelines requiring gender reporting disrupted traditional board appointment processes. Women's gender capital gained currency, adding an additional dimension to the high levels of human and social capital seen as desirable for board appointments. The politics of women's presence is bringing about changes to the discourse and practice about who should/can be a director. The authors identify highly strategic ways in which women's gender capital has been used to agitate for more women to be appointed to boards. Research limitations/implications: While sample sizes are small, data within the themes cohered meaningfully across the time periods, making visible how women's presence in the board room has been reframed. Future research could consider what this may mean for board dynamics and how enduring are these changes. Practical implications: This study highlights the forms that human and social capital take in board appointments, which can be instructive for potential directors, and how these intersect with gender capital. The insights from the study are relevant to board recruitment committees seeking to reflect their commitment to a more gender equitable environment. Originality/value: There has been a recalibration of men's and women's gender capital in board appointments, and there is now a currency in femaleness disrupting the historical privilege afforded "maleness". [ABSTRACT FROM AUTHOR]