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The article discusses the marginalization of nursing leadership in Bangladesh and proposes reforms to strengthen the healthcare system. It highlights the disparity between the global recognition of nursing as a vital profession and its undervaluation in Bangladesh. The text emphasizes the need for qualified nursing professionals in leadership roles, integration of nurses into policy-making, and a merit-based promotion system to elevate the nursing profession in Bangladesh to global standards. The authors call for immediate and comprehensive reform to address systemic issues and empower nurses in the healthcare system. [Extracted from the article]

In Kangmei's first trial judgment, where the independent directors faced significant joint and several liabilities, it triggered a "wave" of resignations among independent directors of listed companies. Auditors auditing financial reports of these companies might consider this a significant signal, raising the question: does this signal influence their professional judgment? The study examines the relationship between the resignation of independent directors and auditors' professional judgment in A-share listed companies, following Kangmei's initial trial. This examination is conducted across three dimensions: audit pricing, audit input, and audit opinion.The findings indicate that the unusual resignations of independent directors prompt uditors to pay increased attention to the risk of material misstatements by clients, primarily reflected in audit pricing. However, these resignations do not significantly impact audit input or the judgment of audit opinions. Furthermore, this research enriches the existing literature on audit pricing and the role of independent directors, while also unveiling the specific pathways through which the departure of independent directors impacts auditors' professional judgment. [ABSTRACT FROM AUTHOR]

Using a sample of Chinese listed firms from the Shanghai and Shenzhen Stock Exchanges from 2012 to 2018, we investigate the externality of the forced resignations of politically connected independent directors on the cost of debt for non-connected peers. Exploiting an exogenous shock caused by the 18th decree, we find that when politically connected independent directors resign from a Chinese listed firm, non-connected peers within the same industry experience a decrease in the cost of debt. Moreover, the sensitivity analyses further show that the above externality is more prominent in a subsample of Chinese listed non-SOEs, and in a subsample of Chinese listed firms operating in more competitive industries as well as in less developed financial markets, indicating that the externality is conditional on ownership type, industry competition and financial market development. Finally, further analyses show that peers tend to issue new debt after the political connection is disrupted. We also find that when peers have a higher creditworthiness and resignation firms have a lower creditworthiness, peers enjoy a lower cost of debt after resignations. These findings suggest that the resignations have a positive externality on peers' cost of debt due to the elimination of preferential treatment and an improved resource allocation efficiency. [ABSTRACT FROM AUTHOR]

Purpose: Decision-making plays a vital role in business. Yet as a trait, it is often overlooked when identifying, assessing, onboarding and empowering leadership talent. This study, therefore, aims to focus on the dimensions of organisational decision-making and investigate whether it should be an integral factor in the hiring process. The survey also looks at the relationships between decision-making and executive leadership, talent strategy and employee satisfaction. Could good decision-making as a trait be a factor when it comes to retention, improving organisational thinking and thriving leadership? Design/methodology/approach: A quantitative and qualitative survey was commissioned and conducted by FT Longitude, part of the Financial Times Group. This included a questionnaire sent out to 400 senior executives at C-suite, C-1 and C-2 levels. The respondents were from companies with more than 1,000 employees in 13 industries and from five countries across the Americas, Europe and Asia-Pacific. This was also accompanied by in-depth interviews with three experts from both the public and private sector. Findings: Almost two-thirds (63%) of senior executives have resigned or considered resigning due to frustration with organisational decision-making, while 29% have considered quitting because they were frustrated with the way a company makes decisions. More than a third (34%) resigned for this reason. Yet, a quarter of senior executives say that their decision-making experience was not explicitly discussed before starting their job. Senior executives who were asked about decision-making in interviews were 1.4 times more likely to be satisfied with their jobs. The ability to make decisions should therefore play a central role in hiring senior executives. Originality/value: Decision-making as a trait has been neglected when hiring executives. For the first time, this research shows how significant it is for leadership teams. If senior executives are to improve organisational decision-making, this trait needs codifying in HR processes. This has led Kingsley Gate to embed it in recruitment profiling. [ABSTRACT FROM AUTHOR]

Research Question/Issue: We examine how countries' cultural and legal environment, in addition to firm‐level governance mechanisms, affects firms' retention and termination decision of the CEO. Research Findings/Insights: Previous research focuses primarily on the effects of governance structures and incentives on turnover. In this paper, we focus on two additional institutions—cultural and legal. We find that in cultures characterized by higher individualism, competition, and stronger views that hard work leads to success, boards are more likely to replace CEOs in response to poor shareholder performance. Conversely, we find that in more corrupt cultures and cultures more protective of employees, there is lower turnover–performance sensitivity. Theoretical/Academic Implications: Williamson (2000) provided a framework consisting of four levels of institutional influences on economic activity: (1) cultural norms, (2) the legal system, (3) governance structures, and (4) resource allocation and employment. Previous research focuses primarily on the two highest levels; we focus on the two more basic levels, cultural and legal, while controlling for firm‐level governance. Practitioner/Policy Implications: Cultural values and legal conditions combine with the firm's governance structure to affect CEO turnover and its sensitivity to firm shareholder performance. [ABSTRACT FROM AUTHOR]

Founders can voluntarily exit their ventures via initial public offerings (IPOs). This study builds on power theory to develop and test a model of founder exit using a dataset of 313 founders from 177 entrepreneurial IPOs between 2002 and 2010. We largely find support for the model—a negative relationship between founder power and full exit. To capture the underlying mechanism of the power–exit relationship, we conducted two experiments in which we randomly assigned decision makers to either a high- or low-power condition. We find that decision makers in the low-power condition are more likely to use a full exit via IPO than those in the high-power condition, and that frustration mediates this relationship. However, founders can also engage in partial exits, including a managerial partial exit in which the founder leaves management but keeps ownership, and a financial partial exit in which the founder divests ownership but remains in management. We find that the negative relationship between founder power and exit is more negative for full exits than for partial exits. With this paper, we contribute to the literature on exit by identifying a novel mechanism—frustration—underlying power's influence on the likelihood and type of founder exit. [ABSTRACT FROM AUTHOR]

This instructional case study based on historical data is intended for learners to examine critical incidents that led to conflict among the board of directors, board chair, and executive director of a nonprofit cultural arts organization, which is located in a major metropolitan region of the United States. The data collection methods for this study included archived meeting minutes, memorandums, field notes by the former executive director, and semi-structured interviews with nonprofit colleagues who were executive directors at other organizations during the study period. This instructional case study reveals multiple key departures from board governance policies and normative practices that led to board, board chair, and executive director conflict, resulted in organizational instability, and culminated in the firing of the executive director and resignation of the board chair. Additionally, this case provides an opportunity for learners to gain an enhanced understanding of ethical board practices and the value of community constituency involvement in broader governance processes. [ABSTRACT FROM AUTHOR]

We examine the effects of chief executive officer (CEO) turnover in banks. Incoming bank CEOs face problems of information asymmetry because banks' operations are opaque and bank risk can change dramatically in a short time. These CEOs may therefore change bank policies to manage their personal risks. Since CEO turnover is usually endogenous, we utilize a setting in which CEO turnover is based solely on retirement age and is thus exogenous to bank performance. Consistent with our thesis, incoming CEOs increase provisioning for future delinquencies and shrink lending. Bank stock prices decline following these changes. Politically motivated lending or ever-greening cannot explain our results. [ABSTRACT FROM AUTHOR]

We examine the effects of academic independent directors abnormal resignations on a firm's R&D investment. We manually collect the resignations data of 3,964 academic independent directors (IDAs), and find that the abnormal resignations of IDAs reduce firms' R&D investment. The results remain significant after employing a series of endogenous checks and robustness tests. Furthermore, we find that the lack of advising and resourcing channels caused by abnormal resignations are the primary mechanisms for the decline of the R&D investment. Our main finding is more pronounced for non-state-owned enterprises, firms with numerous independent directors, and firms with high profitability and low degrees of financial constraints. We contribute to the literature by proving that the abnormal resignations of IDAs not only decrease firms' R&D investment but also further reduce the innovation quality and firm value over the long run. Overall, this paper supports that IDAs have positive contributions to R&D investment and firms' value. [ABSTRACT FROM AUTHOR]

Copyright of Zeitschrift für Bankrecht und Bankwirtschaft is the property of De Gruyter 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.)

Copyright of Zeitschrift für Bankrecht und Bankwirtschaft is the property of De Gruyter 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.)

Joan M. McCallum is senior counsel at Chamberlain Hrdlicka in Atlanta. In this article, she discusses critical considerations for the resignation of a board member, and offers insight into the proactive steps to help avoid unnecessary confusion, expense and risk exposure when a board member resigns. [ABSTRACT FROM AUTHOR]

This article studies the IMPCCT Festival in Kitchener, Ontario, as a case study of what such a festival enables together with the barriers faced by organizers of international theatre festivals in Canada, particularly those attempting to foster intercultural negotiation and exchange. after providing a history of the festival and an outline of the material conditions under which it has operated, including funding, issues around translation, international politics, space, professional practices, and cultural difference, the article focuses on its 2019 iteration, where various tensions and constraints came to a head, resulting in the resignation of its artistic director and its board chair. It argues for a more flexible, community-based, and artist-run model of festival administration and organization than is currently dominant in Canada, one that is enabling of encounters and exchanges across cultural difference. Finally, it points to the need for new ways of thinking about festivals such as IMPACT as intercultural mediators, sites of the negotiation and renegotiation of cultural values, where artists and others can come together in generative ways in live, performative dialogue across real and respected differences. [ABSTRACT FROM AUTHOR]