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Competing Interests (competing + interest)
Selected AbstractsCompeting interests: Toronto's Chinese immigrant associations and the politics of multiculturalismPOPULATION, SPACE AND PLACE (PREVIOUSLY:-INT JOURNAL OF POPULATION GEOGRAPHY), Issue 2 2007J. Salaff Abstract Social service agencies and advocacy groups have played an integral role in mediating between the Asian ethnic populations. In the Canadian institutional setting, associations become a means of political expression. Canada incorporates new immigrants into its national institutions. However, these neo-liberal institutions and policies have not redressed major problems arising in the settlement process. Under Canada's discourse of enlightened multiculturalism, social service agencies are funded to help to integrate diverse peoples. The policy of multiculturalism meshes well with the liberal ideology underlying loose coupling, encouraging people to retain their cultural identities while settling and participating in national processes. These policies are designed to be sensitive to clients' cultural backgrounds; however, there are unforeseen consequences. In this system, different groups are granted different amounts of social, cultural and economic capital along with differential access to this capital, which affects their position and potential for action in other arenas. In particular, we find that the social service approach treats new Chinese immigrants as similar, thereby fostering competition between subgroups over leadership, funds and representation. Our data come from interviews with key figures in the Chinese-Canadian community and associations, and reviews of press and other media. Copyright © 2006 John Wiley & Sons, Ltd. [source] Older people's assets: a contested site,AUSTRALASIAN JOURNAL ON AGEING, Issue 2005Cheryl Tilse The management of the financial assets of older people is increasingly important in the current policy context. Competing interests from the state, the market and the family regarding the appropriate use of these assets suggest that non-professional managers are assisting older people in a complex environment. This paper, based on a national prevalence study and an in-depth study, explores the nature and extent of asset management on behalf of older people. It examines the role of legal provision for substitute decision-making in these processes and concludes that the current provision is insufficient to protect older people from financial abuse and support carers to manage assets well. This paper proposes that more broadly based interventions are required in a complex environment of competing interests. Such interventions include attitudinal change, improved financial literacy, information and support for older people and informal asset managers and improved monitoring and support for substitute decision makers. [source] Value Maximisation, Stakeholder Theory, and the Corporate Objective FunctionEUROPEAN FINANCIAL MANAGEMENT, Issue 3 2001Michael Jensen This paper examines the role of the corporate objective function in corporate productivity and efficiency, social welfare, and the accountability of managers and directors. I argue that since it is logically impossible to maximise in more than one dimension, purposeful behaviour requires a single valued objective function. Two hundred years of work in economics and finance implies that in the absence of externalities and monopoly (and when all goods are priced), social welfare is maximised when each firm in an economy maximises its total market value. Total value is not just the value of the equity but also includes the market values of all other financial claims including debt, preferred stock, and warrants. In sharp contrast stakeholder theory, argues that managers should make decisions so as to take account of the interests of all stakeholders in a firm (including not only financial claimants, but also employees, customers, communities, governmental officials and under some interpretations the environment, terrorists and blackmailers). Because the advocates of stakeholder theory refuse to specify how to make the necessary tradeoffs among these competing interests they leave managers with a theory that makes it impossible for them to make purposeful decisions. With no way to keep score, stakeholder theory makes managers unaccountable for their actions. It seems clear that such a theory can be attractive to the self interest of managers and directors. Creating value takes more than acceptance of value maximisation as the organisational objective. As a statement of corporate purpose or vision, value maximisation is not likely to tap into the energy and enthusiasm of employees and managers to create value. Seen in this light, change in long-term market value becomes the scorecard that managers, directors, and others use to assess success or failure of the organisation. The choice of value maximisation as the corporate scorecard must be complemented by a corporate vision, strategy and tactics that unite participants in the organisation in its struggle for dominance in its competitive arena. A firm cannot maximise value if it ignores the interest of its stakeholders. I offer a proposal to clarify what I believe is the proper relation between value maximisation and stakeholder theory. I call it enlightened value maximisation, and it is identical to what I call enlightened stakeholder theory. Enlightened value maximisation utilises much of the structure of stakeholder theory but accepts maximisation of the long run value of the firm as the criterion for making the requisite tradeoffs among its stakeholders. Managers, directors, strategists, and management scientists can benefit from enlightened stakeholder theory. Enlightened stakeholder theory specifies long-term value maximisation or value seeking as the firm's objective and therefore solves the problems that arise from the multiple objectives that accompany traditional stakeholder theory. I also discuss the Balanced Scorecard, the managerial equivalent of stakeholder theory. The same conclusions hold. Balanced Scorecard theory is flawed because it presents managers with a scorecard which gives no score,that is, no single-valued measure of how they have performed. Thus managers evaluated with such a system (which can easily have two dozen measures and provides no information on the tradeoffs between them) have no way to make principled or purposeful decisions. The solution is to define a true (single dimensional) score for measuring performance for the organisation or division (and it must be consistent with the organisation's strategy). Given this we then encourage managers to use measures of the drivers of performance to understand better how to maximise their score. And as long as their score is defined properly, (and for lower levels in the organisation it will generally not be value) this will enhance their contribution to the firm. [source] Pooling as a response to the competing interests in corporate group collapse in AustraliaINTERNATIONAL INSOLVENCY REVIEW, Issue 1 2010Mary Wyburn There has always been a problem for company law in effectively responding to the financial collapse of a corporate group. In the past, a range of partial responses have been proposed and some implemented. The 2007 insolvency amendments introduced another partial solution, statutory pooling. This paper discusses the competing interests in a corporate group collapse, how Australian corporate law has so far dealt with group collapse and the implications of the 2007 statutory pooling amendments. Copyright © 2010 John Wiley & Sons, Ltd. [source] Ethical challenges in mental health services to children and familiesJOURNAL OF CLINICAL PSYCHOLOGY, Issue 5 2008Gerald P. KoocherArticle first published online: 2 APR 200 Abstract Mental health practitioners working with children and families must attend to several ethical concerns that do not typically come into play with adult clients. The challenges for practitioners usually involve attention to four subsets of concerns that all begin with the letter c: competence, consent, confidentiality, and competing interests. Using the 4-C model, this article focuses on ethical aspects of practitioner competence, consent and assent, confidentiality, and the incongruence of interests that occurs when different people organize and set goals for psychological services. After explicating these issues, I provide recommendations for addressing them in the course of clinical practice. © 2008 Wiley Periodicals, Inc. J Clin Psychol:In Session 64 : 1,12, 2008. [source] How Networks Explain Unintended Policy Implementation Outcomes: The Case of UK Rail PrivatizationPUBLIC ADMINISTRATION, Issue 4 2001Andrew Grantham How a government secures the implementation of its policies is one of the most interesting processes in public administration. The tendency of scholars is to ignore implementation and how it impacts on the form of policy, something which invariably changes once resources have been allocated to implementing agencies and the policy detail is addressed. Traditional ,top-down' (Pressman and Wildavsky 1984, Mazmanian and Sabatier 1981) and ,bottom-up' (Elmore 1979, Hjern and Porter 1981, Hull and Hjern 1983) analytical frameworks give only a partial explanation of outcomes. In making the case for a netwrok approach, a typology of implementation networks is presented. The utility of this typology is evaluated in the context of one of the most complex privatization programmes attempted by any government: the privatization of British Rail (BR) between 1992 and 1997. In the case of the sale of one BR subsidiary train operating company, ScotRail, a variety of agencies with competing interests and acting in a politically-charged climate exchanged essential resources to deliver the policy, though not without generating unintended outcomes in the form of significant change to the policy and the agencies charged with implementing it. [source] Research on Rural Veterans: An Analysis of the LiteratureTHE JOURNAL OF RURAL HEALTH, Issue 4 2008William B. Weeks MD ABSTRACT:,Context: The Veterans Health Administration (VA) provides comprehensive health care services to veterans across the United States. Recently, the VA established an Office of Rural Health to address the health care needs of rural veterans. Purpose: To review the literature on rural veterans' health care needs in order to identify areas for future research. Methods: We conducted a literature review of articles listed in the Medline, CINAHL, and BIOSIS datasets since 1950. We reviewed and summarized the findings of 50 articles that specifically examined rural veterans. Findings: The literature on rural veterans included 4 articles examining access to care, 7 evaluating distance technology, 4 examining new models of care delivery, 11 studying rural veterans' patient characteristics, 10 evaluating programs provided in a rural setting, 6 examining rural health care settings, and 8 exploring rural veterans' health services utilization patterns. Most studies were small, based on data obtained before 2000, and consisted of uncontrolled, retrospective, descriptive studies of health care provided in rural VA settings. Definitions of rural were inconsistent, and in 20% of the articles examined the rural aspect of the setting was incidental to the study. Conclusions: The literature on rural veterans' health care needs warrants expansion and investment so that policy makers can make informed decisions in an environment of limited resources and competing interests. [source] | |||||||||||||