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1 – 10 of 44Andrea Tomo, Danila Scarozza, Alessandro Hinna, Ernesto De Nito and Gianluigi Mangia
The study aims to contribute to the literature on board behavior and performance in public sector organizations, by investigating conflicts as a fundamental and inevitable part of…
Abstract
Purpose
The study aims to contribute to the literature on board behavior and performance in public sector organizations, by investigating conflicts as a fundamental and inevitable part of interactions between board members. Despite impressive advances in studying the behavioral dimensions of governing bodies, several gaps still remain in our knowledge, especially for public sector boards. These face specific challenges related to multiple, conflicting, and ambiguous goals.
Methodology/approach
Earlier studies identified four different types of conflict (affective, cognitive, interest, and authority conflicts). These were used to guide a systematic literature review considering the source and the nature of conflicts to classify and describe the state of knowledge on the topic.
Findings
Most academic contributions emphasized cognitive and interest conflicts, suggesting that solving them was essential to improve board performance and enable boards to create value. The results suggest the utility of broadening the perspective of the governing board role, moving beyond agency and institutional theory, taking into consideration resource dependence theory as an alternative perspective to investigate board roles and task expectations.
Originality/value
Understanding conflicts within public boards is an interesting challenge from several perspectives. First, it provides a deep look inside board decision-making processes using a behavioral perspective. Second, analyzing the nature and sources of conflict places boards in a better position to address complex political issues. Finally, resolving conflicts may lead boards to channel their energies into collaborative activities that stimulate best practices, facilitate mutual awareness, and generate commitment to cooperation inside and outside the boardroom.
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Luca Gnan, Alessandro Hinna, Fabio Monteduro and Veronica Allegrini
Luca Gnan, Alessandro Hinna and Fabio Monteduro
Research on public and non-profit organizations has recently shifted towards the main body of research on governance of organizations and many public and non-profit scholars…
Abstract
Research on public and non-profit organizations has recently shifted towards the main body of research on governance of organizations and many public and non-profit scholars focused on that. Actually, public and non-profit organizations are important elements of the whole spectrum of organizations. But in the meanwhile, their study, within the governance research, has kept aside. Moreover, with the scope and the aim of the governance research, public and non-profit governance research fitted to this new environment, focusing on performance issues, as private organizations do.
Luca Gnan, Alessandro Hinna and Danila Scarozza
Purpose – Starting from public and corporate governance literature, the chapter aims to evidence the opportunity in exploring board of directors in public organisations, where the…
Abstract
Purpose – Starting from public and corporate governance literature, the chapter aims to evidence the opportunity in exploring board of directors in public organisations, where the focus is on a behavioural perspective.Design/methodology/approach – Presenting two levels of analysis: (a) the relationship between the board and ‘external’ stakeholders, and (b) the relationship between the board and managers, a framework is proposed evidencing which factors (variables, constructs and concepts) logically should be considered as part of the explanation of boards’ role in public organisations’ innovation.Findings – The chapter provides support for a board model in public governance, evidencing both the opportunity to assume a multi-paradigm perspective and the existing similarities and differences between boards in public and corporate governance approach. It is possible, for example, to empirically apply the framework both to different national context and to different levels of public organisations.Originality/value of chapter – The chapter presents theoretical perspectives on governance research, and both some pioneer studies in public sector research and some of the major contribution in corporate governance studies. All of them have been put together, introducing a new stream of research in the debate on the micro (organisational) level of governance in public sector.
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Alessandro Hinna, Ernesto De Nito, Gianluigi Mangia, Danila Scarozza and Andrea Tomo
In recent years, increasing scholarly attention has been directed towards the field of governing bodies research. However, little attention has been paid to the behavioural…
Abstract
Purpose
In recent years, increasing scholarly attention has been directed towards the field of governing bodies research. However, little attention has been paid to the behavioural perspective on studying public boards. Aiming to fulfil this gap this paper offers a review of the international literature addressing boards behaviour within the unique organizational setting of public sector.
Design/methodology/approach
Considering as behavioural studies those publications focusing on actors, processes, decision-making, relationships and interaction inside and outside the boardroom, 91 papers were analysed. Adopting the framework provided by Huse (2007), the papers are classified following four behavioural dimensions/blocks which are crucial to understand board dynamics: board members, interactions, structures and leadership, decision-making culture.
Findings
The literature review shows the increasing production – in the last years – on the theoretical issues related to the behavioural perspective in public governance literature. The most relevant part of these contributions addresses the theoretical dimensions of the board member’s characteristics and of structural leadership.
Originality/value of the chapter
The manuscript reveals the need to adopt a more organizational approach for studying the behavioural categories and levels of analysis proposed by public governance literature. Moreover, the article evidences some possible directions for future research that might further contribute to enrich the ‘behavioural governance perspective’ in public organizations.
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