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Serbian communal services sector reform is of vital significance for reform of the entire public sector. Toward such reform, 2010 saw two drafts of the Law on Communal Services that include creation of a Republic Directorate with the goal of promoting and developing communal services. The author aims to analyze the solutions from the draft regarding the status of this Directorate and its powers essential for effective operation.

This paper analyzes the draft of the Law on Communal Services, as well as the comments provided by management of utility companies and wider professional public concerning drafts of the law. The paper also analyzes other legal acts connected to communal services, such as the current Law on Communal Services, Law on Public Enterprises and Services of Common Interest, Law on Companies and Law on Public Property.

This paper points out consequences resulting from extensive but inefficient power of the Republic Directorate for Communal Services, concerned primarily with prices of communal services and entrusting communal services to such a position.

No literature exists concerning the Serbian Republic Directorate for Communal Services. The author was limited in research sources so the result of the paper is prediction of possible outcomes of establishing the Republic Directorate for Communal Services in the Republic of Serbia.

If while drafting a new Law on Communal Services the view is accepted that directorates have authority, it achieves the purpose for which it was established, economic regulation.

The author in this paper provides insight into some directions in which communal sector reform goes. Given the fact that the draft of the Law on Communal Services foresees the establishment of the Republic Directorate for Communal Services as an entirely new regulatory body, this article focuses on the problems that this body might face in the process of fulfilling its major objectives, predominantly in the economic sphere.

The starting point for this paper is research undertaken for the British Library by the author and Margaret Lomer during 1981 and 1982. The principal reasons for carrying out that research were the concerns expressed by public librarians as to changes which had occurred in the management and organisation of local authorities from the mid 1960s to the mid 1970s (ie approximately the period from the reorganisation of London local government to the reorganisation of local government in the remainder of the country). The changes which were of most concern were part of the movement towards “corporate management” and which involved the creation of conglomerate “programme” committees and directorates by amalgamating existing service committees and departments. Some librarians felt that the inclusion of the library service within a programme structure represented a diminution in status and was likely to have an adverse effect on the service. This concern was heightened by Peter Shore's ultimately ill‐fated proposals for Organic Change in 1979 which resurrected the desire to find the best, or most appropriate, location for the library service within the management structure of the local authority.

This paper aims to investigate if existing theories really explain interlocking directorates in several countries. Literature on interlocking directorates is huge and fragmented. Articles in the principal management and sociological journals easily number in the hundred. However, the question that still remains is if interlocking directorates are firm’s strategic choices or derivate phenomenon whose explanation comes from other drivers underestimated in literature.

At the aim to fill literature gap, the authors realize a longitudinal and cross-national analysis of existing studies on interlocking directorates.

The authors investigate if existing literature really explains interlocking directorates. Then, the authors offer new perspective for future researches.

The paper offers new perspectives on interlocking directorates’ explanations.

Boards of directors of large companies all over the world frequently have a certain number of shared directors, which can be motivated by social structures that foster different types of links, including investments and vertical relationships. The purpose of this paper is to identify the effects that board interlocking exerts on innovation, considering the different nature of shared directors that finally determines the type of links dominating the boards.

Panel regression analyses were conducted using data collected from 69 Spanish listed innovative sector companies during the period 2010–2014, which provided an unbalanced panel of 325 data observations.

The results suggested that the typology of interlocks determined their effects on innovation, which had a positive influence when independent and extra-industry directors held multiple directorships, whereas it was negative in the case of intra-industry and women interlocking directors.

This study provided evidence for the diverse effects of interlocking directorates and contributed to the open debate on the best board composition for improving business innovation, considering the common feature of shared directorships.

The value of this research was twofold. On the one hand, the study considered a wide typology of interlocking directorates, such as women, affiliated and independent directors, intra- and extra-industry directorships, as well as shared directors from the same country. On the other hand, the effects of these different interlocking directorate typologies were analysed on innovation by considering different innovation indicators.

Purpose – Although hand hygiene is seen as the most important method to prevent the transmission of hospital associated infection in the UK, hand hygiene compliance rates appear to remain poor. This research aims to assess the degree to which social marketing methodology can be adopted by a particular organisation to promote hand hygiene compliance. Design/methodology/approach – The research design is based on a conceptual framework developed from analysis of social marketing literature. Data collection involved taped interviews given by nursing staff working within a specific Hospital Directorate in Manchester, England. Supplementary data were obtained from archival records of the hand hygiene compliance rates. Findings – Findings highlighted gaps in the Directorate's approach to the promotion of hand hygiene compared to what could be using social marketing methodology. Respondents highlighted how the Directorate failed to fully optimise resources required to endorse hand hygiene practice and this resulted in poorer compliance. Practical implications – From the experiences and events documented, the study suggests how the emergent phenomena could be utilised by the Directorate to apply a social marketing approach which could positively influence hand hygiene compliance. Originality/value – The paper seeks to explore the use of social marketing in nursing to promote hand hygiene compliance and offer a conceptual framework that provides a way of measuring the strength of the impact that social marketing methodology could have.

The prevalent literature considers interlocking directorates as a mechanisms of cooperation among companies, but if the same director seats on the boards of two companies that are in competition, interlocking directorates, matching cooperation with competition, become a coopetition mechanism. This article aims to argue that the analysis of both the structure and the evolution of interlocking directorates provides some relevant insights on the driving forces behind the coopetition among firms.

Through a longitudinal study the authors analyzed relations among Italian listed firms belonging to financial or manufacturing sectors and traced the evolution networks of interlocking directorates among them. They then analyzed the coopetitive nature of interlocking directorates among firms acting in the same sector that are in direct competition and their impact on M&A processes.

It was evidenced that interlocking directorates among firms belonged to the same industry could be considered a coopetitive mechanism if they facilitate formation of deeper relations among competitors such as their integration through M&A.

This article offers a new perspective of analysis in interlocking directorates' field of research.

It has been over 20 years since the landmark publication of Mizruchi (1996) and his examination of “what do interlocks do?”. Since then, the nature of interlocks and subsequent research on the subject has evolved. This paper aims to revisit the literature on interlocking directorates through a quantitative bibliometric analysis.

This study undertakes a bibliometric analysis of literature citing the Mizruchi (1996) to examine the state of research following up on “what do interlocks do”. This study examines 718 publications using keyword and co-word analysis, along with a thematic analysis to revisit the research that has followed Mizruchi’s topic of what do interlocks do.

This study finds that the topics of the corporate elite, capitalist economy and corporate governance have remained prominent themes in the field. Research areas that are emerging in the field of interlocking directorates include gender diversity, globalisation and advancing theoretical frameworks.

This paper provides a quantitative bibliometric analysis to revisit the extant literature on “what do interlocks do”, examining a high number of articles to identify areas which could be developed to advance research in the field.

The purpose of this paper is to evaluate the intellectual assets within the Scholarship and Collections directorate at the British Library.

A phenomenographic approach is used gathering data via 25 in depth interviews with directorate staff and stakeholders complemented by document analysis.

The findings identified issues specific to British Library such as the need for more clearly definitions of key business areas, and untapped resources within the directorate.

This study was limited to a single directorate within the British Library. From the findings a balanced scorecard was developed for the directorate adaptable for all departments within the directorate. The model could be adapted for other organisations.

The study illustrates the value of adaptable scorecards allowing individual key performance indicators (KPIs) to be tailored to suit each department’s needs and ensure equal representation. Using the model would allow for internal benchmarking to take place.

This research presents a scorecard model that allows intellectual assets to be considered alongside traditional performance indicators and acknowledge the value of intellectual assets within the organisation.

Over the last 100 years, research on interlocking directorates has proliferated. The purpose of this paper is to realize a bibliometric analysis of articles on interlocking directorates to identify the evolutionary patterns that characterize the studies on board interlocks.

A bibliometric analysis of articles on interlocking directorates published since 1914 was realized to evidence how research has evolved over time. Papers were classified according to the research topic, the type of article and the use of different theories to explain board interlocks’ causes and effects.

The authors identified four different periods that characterize board interlocks studies: the emerging debate, the earliest modern era, the modern era and the post-modern era.

This bibliometric analysis assesses the extant literature by highlighting emerging trends and identifying several avenues for future research.

The NHS is largely dependent on two groups of professionals – medics and nurses. Recent government changes support the development of a central role for management. The impact of these changes on the roles and relationships of those working in the NHS must be understood in light of the structures already in place within it. Medical dominance in healthcare decision‐making, nursing power emanating from the strength of the medical‐nursing relationship and the hierarchies within and between the two professions all affect and are affected by recent management changes. In intensive care a key feature of the context, insularity, had already significantly modified these structures prior to recent reforms. This paper starts by discussing and contrasting the response of medics and nurses to these changes before highlighting the differences in the way these changes have impacted on staff in intensive care. Analysis is based on data from an observational study of the formation of a new directorate and interviews with senior nurses, medics and managers in intensive care.