Search results

Universities are expected to operate with high efficiency, with ever-growing expectations from a rising number of stakeholders in society. From a theoretical perspective economic science does provide frameworks and methods in order to tackle this, with the cornerstone of defining efficiency as a simple relation of a quantity of inputs toward a quantity of outputs. For the practice of university management and policy this does not answer the crucial questions of which inputs and which outputs to measure, and how to ensure the quality aspect of such management approaches. Higher education research can contribute to answering these questions. This chapter outlines a sector-specific framework for efficiency analysis and management, including suggestions regarding how to implement efficiency-improving measures in university settings.

The aim of this research is to study the implications of the human resources management practices on corruption in humanitarian aid as the phenomenon is under-researched (Akbar & Vujic, 2014; Melo & Quinn, 2015) and considered to be a hot topic since the determinants of corruption from an individual perspective have been scarcely discussed in the non-profit sector (Epperly & Lee, 2015; Mohiuddin & Dulay, 2015).

This research adopts grounded theory as a method and builds upon long experience in the humanitarian aid sector to generate theory from field observations and from 30 interviews conducted with respondents working in humanitarian organisations. The data collected from interviews was compared to observations data, leading the way to validating and expanding the findings.

The findings of this study are related to human resources administration weaknesses which appear to be directly linked to corruption in humanitarian aid. These weaknesses include issues in relation to Terms of Reference and organisational charts, irregularities in staff selection procedures, the short-termism of contracts, poor talent management, a lack of ethics awareness and mismanaged cultural diversity.

This study suffers from a few limitations pertaining to the sensitivity of the context, confidentiality issues, retrospection in some cases and possible bias resulting from staff frustration. These were dealt with through ensuring interviewees' utmost anonymity in publishing the results and through cross-checking answers of respondents from within the same organisation.

This research proposes a corruption preventive model which serves as a tool driving better human resources practices in humanitarian aid, and highlights the dangerous impact of corruption and raises awareness among humanitarian aid managers and workers about the importance of preventing it so that more vulnerable people are reached and that the donated money fulfils its intended target. The chapter brings value to research on humanitarian aid as it considers the corruption phenomenon with new lenses; focusing on individuals rather than on systems thus opening new horizons of study away from the traditional stream of research on service delivery.

The chapter provides a radiography of the 2014–2020 Cohesion Policy, focusing on both main continuity and innovation elements (in terms of objectives, implementation rules and financial allocations) and on some of the likely effects of the current rules on the new European Union (EU) non-euro member countries. The closer link between EU funds and EU economic governance, which has been introduced in the current financial period, has the potential to influence negatively the evolution of the EU regional development disparities, especially in the EU eastern periphery. These new conditionalities (ex-ante and macroeconomic), whose main effects, in the case of non-compliance, would be the suspension of EU funds, might deteriorate even more the economic situation, particularly in those regions with the greatest needs in terms of infrastructure or administrative capacity. The Romanian case is particularly relevant for this debate.

This chapter discusses the Brazilian redevelopment policy denominated urban operation. First implemented in São Paulo in the 1980s, it was included in the Brazilian federal urban legislation in 2001 as an instrument to promote the redevelopment of great urban areas through public–private partnerships. On the one hand, the local public administration would provide incentives to investments in a given project, especially by selling construction rights; on the other hand, the value captured would be reinvested in the same area, following a list of works that may include urban infrastructure and services. The main benefits expected are structural change without onus for the public administration; a more balanced urban growth, estimulating higher density in areas well served by urban infrastructure; and real estate valorization. Nevertheless, this chapter critically analyzes its early experiences in São Paulo, demonstrating an entrepreneurial and speculative logic of spatial production. In this sense, the chapter is structured in four parts. The first one presents the legal instrument, while the following two sections explore the two main aspects of its functioning: great urban projects and public–private partnerships. In the final section, the Urban Operation Faria Lima will be assessed, especially on its attempts to promote São Paulo as a global city. If it is not possible to generalize from this particular experience, it exposes the necessity of discussing how the instrument, now a federal policy, may be implemented in other Brazilian cities, which type of redevelopment it may promote and for whom.

The efforts to improve on the stewardship role of corporate governance have mainly emanated from external forces, such as pressure from shareholder groups, regulators, organized exchanges and courthouses. However, past research and field evidence, not the least being the Enron's scandal, have demonstrated that the independent structure of the board is far from being a guarantee to its optimum performance. Building on survey results administered to individuals with significant boardroom experience, it is argued in this paper that the quest for complete autonomy in the boardroom should be extended beyond the structural configuration to also include the psychological independence dimension.