Search results

This study looks at board governance in Ontario hospitals.

We conducted a research of the hospitals’ websites and a survey of board directors to study the board structure and examine governance practice in Ontario hospitals.

The findings suggest that the board structure and process in Ontario hospitals are in compliance with Accreditation Canada’s Governance Standards, and such administrative controls are appropriate. Ontario hospital boards, in general, have fulfilled their key functions of governance in terms of working as an effective board; developing a clear direction; supporting the organization to achieve its mandate; maintaining positive relationships with external stakeholders; and being accountable and achieving sustainable results. Building knowledge through information is an area where improvement is needed.

Ontario hospitals have implemented appropriate administrative controls in terms of board composition and committee structure. The results of a survey of 99 board directors from over 25 hospitals suggest that directors, in general, have a good understanding of their governance role and relationship with senior management as well as the government. The findings are also supportive of good governance practice where executives manage and nonexecutive directors monitor the performance of the executives. According to the respondents, Ontario’s hospital boards are actively involved in setting the mission, strategic goals and objectives of their organizations, and they take appropriate steps to ensure that risk management, client safety, and quality improvements are incorporated in their governance and strategic planning process. In order to discharge their fiduciary duty effectively, respondents would like to have more information from different sources. This is an area where management accounting professionals can become involved such that relevant information from a variety of sources, especially external sources, are provided to board directors for decision making.

Ontario’s hospital sector has undertaken initiatives through research and publications to promote good governance practice. Such leadership is critical to ensure that directors have the competence and skills to discharge their duties and responsibilities diligently. Hospital boards should focus on renewal while ensuring that board directors are equipped for the challenging task of governing through professional development and continuing education.

Limitations related to the use of questionnaire applies to this research study. Self-selection bias and low response rate limit the generalizability of the findings. Future research can examine the behavior of directors in the boardroom and the impact of governance variables on hospital performance, such as quality of care and patient safety.

In a series of mid-20th century cases, the U.S. Supreme Court has modified and diversified the status of the enemy in U.S. law. We see a shift away from the statist egalitarian model toward a transnationalized model of enemies. U.S. Supreme Court decisions in three clusters of cases (German enemy aliens, the internment of the West Coast Japanese Americans, and Communist) from the 1940s and 1950s prefigure the radicalized post-9/11 “enemy combatant” status. The choice for such enemy conceptions is both a result of and a contribution to the changes in contemporary practices of violence.

Digital transformation has created an important framework for the commercial aviation industry. Aviation companies that develop a digital strategy or implement the strategies successfully are seeing improvements in their overall efficiency, cost, flexibility and security performances with the effect of digitalization. For aviation businesses, digitalization is seen as one of the important conditions of competition. For this reason, many aviation businesses prioritize digital investments and make the major strategic moves necessary to gain a competitive advantage. However, the digitization of aviation businesses cannot be achieved by investing in technology alone. Digital arguments need to be aligned with customer expectations and the goals of the business. The increase in the number of airline companies has caused airline companies to create new strategies that will increase cost efficiency. IATA (International Air Transport Association), which is a member of airline companies and works for the efficiency of commercial air transportation revealed its vision of a ‘Digital Airline’, which represents what an airline can look like in 2025. Digitalization and efficiency, reflections on human resources, digital applications of airlines, benefits of airline companies from digital transformation, airline mobile applications, online check-in and boarding services (self-check-in, kiosk), online travel assistant, digital baggage cards (RFID – radio frequency identification), digital cabin management systems, in-flight entertainment systems, cabin cleaning robots, digital loyalty programmes, a new perspective in aviation education, interactive virtual reality environments, big data technology and applications and disadvantages of digital transformation are evaluated in the chapter.

With the growth of the internet, more attention is being paid to new uses of the internet. This study examines loyalty to ‘virtual communities’ that internet users participate in. A research model is developed to describe the relationship between website evaluation factors and virtual community loyalty. Results are consistent with the predictions of the model.

Our purpose is to critically discuss the quality of governability and scrutiny of, as well as insight in, enterprises owned by local government. Our analysis is empirically grounded in an in-depth case study of one of Sweden’s 10 largest municipalities. The ambition is to highlight troublesome areas and danger zones when it comes to public owning of corporations. We have consulted diverse types of material: conducted document studies, as well as semi-structured in-depth interviews. In addition, we have conducted a survey directed to 156 individuals (which is the total population of councillors and members of municipal corporation boards in the municipality we have studied).

From an in-depth study of Sweden, we show that corporatising parts of local governments’ operations have serious implications for accountability. Our study therefore adds to the knowledge about hybrid organisations and the challenges dual logics of the private and public sector imposes on political governance as well as management. The result of this study is based on one single case study in one specific hybrid context. No empirical generalisation is aspired to. Instead the aim has been to – by way of an explorative approach – make an analytical contribution to our knowledge about hybrid organisations. Further studies are thus necessary in order to deepen our understanding of the hybrid context and the situations under which hybrid organisations operate and develop.

This study increases our knowledge regarding the challenges of governing hybrid organisations in general and enterprises owned by local government in particular. Therefore, the findings of this study are considered to be of support to politicians as well as civil servants involved in and responsible for the governance of hybrid organisations. We argue that it is important to carefully supervise this development in local government. As corporations owned and operated by local governments have increased in numbers, they are responsible for large values and services that are crucial for the modern society (water, waste management, energy, IT). Consequently, they are becoming ever more important players in their respective local economies. At the same time, concerns have been raised regarding how to govern hybrid organisations in order to secure accountability and to protect public sector values.

The purpose of the chapter is to develop a typology of bad behaviors characteristic of governing boards and to compare the bad behaviors identified in the typology to the governing boards’ expected roles and responsibilities. Several examples of bad governing board behaviors that have occurred at historically Black colleges and universities (HBCUs) are explored through the lens of the typology. The author argues that the bad behavior of governing boards responsible for the nations’ HBCUs inhibits strategic planning, undermines growth and development, and threatens the long-term viability of these institutions. Finally, recommendations intended to minimize the impact of bad board behaviors are proposed.

This study uses cross-border mergers as a test of the ability of foreign directors to provide effective strategic advising. We find that firms with foreign directors on their boards are more likely to engage in cross-border mergers, pursue a higher number of cross-border mergers, and invest more in those mergers. We further determine that firms with foreign directors are more likely to undertake nondiversifying mergers, enjoy friendly mergers, and acquire privately held targets. Moreover, we find that firms with foreign directors have higher announcement period returns and pay less for their cross-border targets.

Purpose of paper – Rural Banks (RBs) are unit banks owned by members of the rural community through the purchase of shares and are licensed to provide financial intermediation in rural areas of Ghana. This paper reports on the external and internal mechanisms through which corporate governance is maintained in these banks.

Design/methodology/approach – The findings reported in the paper are based on evidence obtained from a review of relevant documents and interviews with the managers of selected RBs.

Findings – The corporate governance system in the RBs is mainly a rational western model recommended by the World Bank and implemented by the Central bank of Ghana. Under this model corporate governance is expected to be maintained externally through regulatory agencies (the Central Bank of Ghana and the Association of Rural Banks) and internally through the respective Boards of Directors. However, we observe that because of the locations and ownerships of these banks, board appointments and decisions are often embedded in local political and social relations. This affects the independence of the boards and impacts on their role in maintaining corporate governance.

Research limitations/implications – We argue that any attempt to design corporate governance systems in these banks without taking these social and political factors into consideration is likely to lead to failure. This is particularly important given that the World Bank and other international donors are continuously proposing rational western models of governance to institutions in the developing world, such as the RBs. Given that these organizations operate under different sets of environmental conditions, there is likely to be differences between the actual and the idealized corporate governance systems.

Originality/value of paper – The study is important because of the role the rural banks play in the socio-economic development of Ghana. Several other developing countries have established similar institutions to support the development of the informal sector through the provision of microcredit. The research will contribute to the design of appropriate corporate governance systems so as to improve the overall contributions of these institutions.

When a board is faced with a choice of aiding the public or government during a crisis, or more generally any corporate social responsibility initiative, well established doctrines of American corporate law can protect directors from legal liability in a shareholder derivative lawsuit. A hallmark trait of the public corporation is a separation of ownership and control (Berle & Means, 1932). Accordingly, managers have great authority over corporate assets. Delaware corporate law provides that “[t]he business and affairs of every corporation organized under this chapter shall be managed by or under the direction of a board of directors.”² The board has the authority to manage the “business and affairs” of the corporation, which in the judgment of the board may include corporate social responsibility initiatives and decisions based thereon.