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Governance Change (governance + change)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting75%

Selected Abstracts

Executives' Views of Factors Affecting Governance Change in a Not-for-Profit Setting

BUSINESS AND SOCIETY REVIEW, Issue 4 2008
DAVID L. SCHWARZKOPF
ABSTRACT Knowing the factors that executives deem critical to governance change can improve our understanding of how such changes come about and can help us evaluate those changes. Interviews with business and finance executives at 11 colleges reveal the importance to governance change of chief executive and board member leadership and interactions, as well as executive communication style. Costs are clear constraints to action, particularly since benefits are not quantified and are difficult to describe. Efforts to discuss governance with internal stakeholders require persistence to overcome narrow, individualized concerns. Communication about governance to external stakeholders is rare and represents a missed opportunity for stakeholder feedback and the development of trust. Executives appear willing to adopt governance forms without considering the idiosyncrasies of their institutional field, limiting the working definition of governance and its potential. For corporations and not-for-profit enterprises these findings hold implications for the context in which leadership is exercised and the shape of governance structures. They also pose a fundamental ethical dilemma for leaders to address. [source]

The Lambert Code: Can We Define Best Practice?

HIGHER EDUCATION QUARTERLY, Issue 4 2004
Michael Shattock
The article explores the proposals put forward in the Lambert Report for reforms in university governance. It compares the recommendation for a Code with the analogue Combined Code which regulates corporate governance in companies and draws a distinction between attempts, from the Cadbury Report in 1992 to the Higgs Review in 2003, to create board structures which will reduce the prospect of misgovernance, and the underlying aim of Lambert to improve university performance through governance change. It argues that analogies between university governing bodies and company boards are misleading and that university governing bodies, on their own, are almost by definition unable to fulfill the criteria of an ,effective board' laid down in the DTI Report on TransTec. It suggests that a Guide on Governance which encourages institutional self determination is a better basis for sustaining institutional autonomy, which is a key ingredient to encouraging high levels of performance, than a Government backed Code which risks reducing institutional diversity and cutting across existing legal instruments. It concludes that the proposed Code is a distraction from serious consideration of what factors encourage improved institutional performance. [source]

Executives' Views of Factors Affecting Governance Change in a Not-for-Profit Setting

BUSINESS AND SOCIETY REVIEW, Issue 4 2008
DAVID L. SCHWARZKOPF
ABSTRACT Knowing the factors that executives deem critical to governance change can improve our understanding of how such changes come about and can help us evaluate those changes. Interviews with business and finance executives at 11 colleges reveal the importance to governance change of chief executive and board member leadership and interactions, as well as executive communication style. Costs are clear constraints to action, particularly since benefits are not quantified and are difficult to describe. Efforts to discuss governance with internal stakeholders require persistence to overcome narrow, individualized concerns. Communication about governance to external stakeholders is rare and represents a missed opportunity for stakeholder feedback and the development of trust. Executives appear willing to adopt governance forms without considering the idiosyncrasies of their institutional field, limiting the working definition of governance and its potential. For corporations and not-for-profit enterprises these findings hold implications for the context in which leadership is exercised and the shape of governance structures. They also pose a fundamental ethical dilemma for leaders to address. [source]

REGULATORY INSTITUTIONS AND GOVERNANCE TRANSFORMATIONS IN LIBERALISING ELECTRICITY INDUSTRIES

ANNALS OF PUBLIC AND COOPERATIVE ECONOMICS, Issue 3 2006
Eva Niesten
ABSTRACT,:,The European liberalising electricity industries are still heavily regulated. A prominent form of regulation is directed at the energy companies' forms of governance. European and national regulations prohibit the vertically integrated structures that characterised these companies for almost a century. Detailed rules on unbundling, independence of the transmission and distribution system operators, and network access influence to a large extent the type of new governance structures that are adopted. This paper takes the institutional organisation of regulation into account to explain the regulatory influence on governance changes at the level of the firm. Examples of the Dutch and French electricity industries illustrate that the new forms of governance are heavily influenced by the institutional organisation of regulation. [source]