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  • Articles  (2,970)
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  • 1995-1999  (2,702)
  • 1980-1984
  • 1950-1954  (268)
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  • 1
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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  • 2
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: The stakeholder co-operatives formed around the town of Mondragón in the Basque region of Spain have been outstandingly successful on a number of measures in comparison with other forms of firms. The control architecture within and between Mondragón firms contains a number of innovations and lessons for developing the theory and practice of corporate governance. This paper outlines the 38 year evolution of Mondragón structures.The control and incentive architecture of Mondragón firms was custom designed according to the nature of both their activities and their principal stakeholders. The resulting unique control arrangements and outstanding performance supports the hypothesis that the structure of governance is a determinant of sustainable competitive advantages. The evolution of Mondragón firms also illustrates the need to consider corporate architecture as a variable at any one time or over time. The Mondragón experience illustrates how the social research approach of ‘action science’ can be used to create competitive enterprises. The paper recommends this approach for developing the theory and practice of corporate governance.
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  • 3
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: This article is based on the IMD Case Study of the same name written by Professor Fred Neubauer and Dr. Marika Taishoff.
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  • 4
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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  • 5
    Electronic Resource
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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  • 6
    Electronic Resource
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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  • 7
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Thomas Clarke and Elaine Monkhouse (eds), 1994 hardback, Rethinking the Company, London: Finance Times/Pitman Publishing.
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  • 8
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    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Corporate governance 6 (1998), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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  • 9
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    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Corporate governance 6 (1998), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: This paper examines the financial rewards received by the directors of the listed Water companies in the five years following privatisation. It considers the salaries, the bonus payments, the gains from executive share options, and the increase in pension entitlements. The increase in the level of the financial rewards of directors of Water companies was greater over this period than of directors in other companies. This was partly the result of the comparatively lower levels of salaries prior to privatisation and partly the result of high gains from executive share options. One of the reasons for the high level of gain on options was the underpricing of the initial public offer of shares. From a corporate governance point of view the period following privatisation was unique in terms of the conditions in which the companies were operating. The annual levels of reward for those directors in post five years after privatisation was in line with directors of similar size companies.
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  • 10
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    Electronic Resource
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Corporate governance 6 (1998), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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  • 11
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    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Corporate governance 6 (1998), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Kay, Carolyn, Institutional investors and corporate governance: best practices for increasing corporate value
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  • 12
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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  • 13
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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  • 14
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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  • 15
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: This article examines the structure of boards and its effects on the performance of significant board functions. Composition of boards is measured by size, outside director representation and cognitive, as well as demographic diversity. A firm's environment, strategy, structure and culture, and factors attributed to personal characteristics of board members were viewed as important determinants affecting effectiveness of boards. Most important, decisions on board size and composition involve a trade-off between benefits of diversity and enhanced costs of group development and group decision processes.
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  • 16
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: A survey ‘Women on the Board of Britain's Top 200 Companies’ published by Ashridge Management Research Group, 1993.
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  • 17
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: The debate on whether the roles of CEO and the chairman of the board should be separate continues in both the United States and Britain. The answer must depend largely on what a board does. Here Sir Richard Greenbury, Chairman of the board of Marks and Spencer Plc in the UK provides a personal perspective.
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  • 18
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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  • 19
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Book reviewed in this article:Foy, Nancy (1994) Empowering People at Work, Gower, Aldershot.Moms, Charles (1990) The Coming Global Boom.Sorbel, Robert (1993) Dangerous Dreamers – The financial innovators from Charles Merrill to Michael Milken.Piper, T. R., Gentile, M. C. and Daloz Parks, S. (1993) Can Ethics be Taught?Mintzberg, Henry (1994) The Rise and Fall of Strategic Planning.
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  • 20
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    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Corporate governance 6 (1998), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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  • 21
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    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Corporate governance 6 (1998), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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  • 22
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    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Corporate governance 6 (1998), S. 0 
    ISSN: 1467-8683
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    Topics: Political Science , Economics
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  • 23
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    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Corporate governance 6 (1998), S. 0 
    ISSN: 1467-8683
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    Topics: Political Science , Economics
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  • 24
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    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Corporate governance 6 (1998), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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  • 25
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    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Corporate governance 6 (1998), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: The last decade has witnessed a growing debate over corporate governance issues in a number of countries. The debate developed from Anglo-Saxon countries, such as the UK and US, where dispersed share ownership and thriving takeover markets are evident with financial systems referred to by Zysman (1983) as market based. However, the debate now includes countries with credit-based financial systems (Zysman, 1983), such as Germany and Japan, which are characterised by intercompany shareholdings, intercompany directorships and often substantial bank involvement. A question of considerable importance is whether the two systems of corporate governance will converge over time, particularly in the context of increasing globalisation of trade. To contribute to this debate, this paper focuses on corporate governance in Japan, an issue that has been debated with great interest in Japan by businessmen, academia, critics, government, consumers and even the accountants!
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  • 26
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    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Corporate governance 6 (1998), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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  • 27
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    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Corporate governance 6 (1998), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: The purpose of this paper is to provide an insight on the relationship between internal governance and the nature and outcome of UK takeovers. The paper examines the impact of board composition and leadership, managerial ownership and external shareholder control on management’s attitude and eventual outcome of 331 takeover bids. We find the likelihood of a hostile reaction negatively related to the degree of managerial share ownership and positively related to target size. The likelihood of takeover success is positively related to managerial ownership. Consistent with recent research in the US, our study confirms the important role of managerial ownership in the UK takeover process.
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  • 28
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    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Corporate governance 6 (1998), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: In line with the journal’s editorial policy, this case has been published to provide insights into a real governance situation. All too easily we tend to interpret governance situations in companies around the world in the light of our own experience. We make assumptions about the underlying power base, the behaviour of management, the attitudes of directors, the perceptions of the shareholders on the basis of our own values, beliefs and expectations. In fact, they can be strikingly different.This case describes the governance structure of a leading company in Eastern Europe and describes the information provided by its supervisory board. The case is based on material in the public domain, mainly the 1996 annual report, and is provided without commentary or comment. In future case studies we intend to invite the board chairman or other key players in the case to provide a commentary.
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  • 29
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    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Corporate governance 6 (1998), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Stapledon, G.P. (1996) Institutional Shareholders and Corporate Governance.Partnoy, Frank (1997) F.I.A.S.C.O. – blood in the water on Wall Street.
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  • 30
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    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Corporate governance 6 (1998), S. 0 
    ISSN: 1467-8683
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  • 31
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    Corporate governance 6 (1998), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: As a result of the recommendations of the Greenbury Committee on directors remuneration, UK listed companies must now disclose information in the annual report and accounts additional to that required by legislation. Nevertheless this paper shows that a loophole still exists regarding disclosure of specific remuneration packages for each executive director. Remuneration for outside directorships can be paid directly to the director concerned or to the company releasing them. The majority of annual reports remain silent on this matter, but where the director receives the payment there is no legal or listing obligation for its disclosure by the releasing company.
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  • 32
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    Corporate governance 6 (1998), S. 0 
    ISSN: 1467-8683
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  • 33
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
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  • 34
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    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: This job is a bed of nails. When I joined I thought I would have the opportunity to put some management principles into practice. But I have had to compromise my principles to be pragmatic. Applying normal management ideas only leads to conflict: I cannot rely on formal authority. It's a risky political situation for me. I stand or fall on my ability to provide leadership.John Wright, executive director of the Loyang Hospice Society in the Philippines, was commenting on his experiences of the first nine months in office.
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  • 35
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
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  • 36
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    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: The board of directors has so far been neglected in research on the operations of Sino-foreign joint ventures, a subject which has not previously obtained any scholarly attention. This paper analyzes the role of the board in the management of Chinese-Western joint ventures as seen from the expatriate managers' point of view. Qualitative and quantitative data from 33 Sino-Western joint ventures is presented on the composition of the board, the importance attached to different roles of the board, and the way in which the board functions. An attempt is made to explain variations in the role played by the board in different joint ventures. Suggestions are forwarded to Western companies on how to improve the functioning of the board. Ideas for future research are also presented.
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  • 37
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
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  • 38
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    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: There is currently increasing pressure for the mandatory establishment of audit committees in both the private and public sectors. Audit committees, as presently conceived, cannot adequately manage the conflicts of interest and loyalty to board colleagues which arise from boards processing information which is used to evaluate their own performance. As a complementary approach, this paper examines the use of binary boards in both the private and public sectors for improving the management of conflicts. The origin, development and use of audit committees in the private and public sectors within the US and Australian context is reviewed. Audit Committees are compared with the use of supervisory boards in Europe, and the development in Australia of a corporate senate in the private sector and client (stakeholder) councils in the public sector.The paper notes that audit committees were initially created in the US to protect outside directors in a different context than currently exists in either the US or Australia. While they may also serve the interest of management and auditors, Audit Committees may not protect shareholders and operational stakeholders. The paper concludes that the audit expectation gap could be minimised through management becoming accountable to a Corporate Senate in the private sector, and a Stakeholder Council in the public sector, with the auditor being engaged by and reporting to these bodies.
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  • 39
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    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Book reviewed in this article:Joan Corkery, Colm Ó Nualláin and Roger Wettenhall, (eds.), Public Enterprise Boards: what they are and what they do; AJPA in collaboration with IASIA, Hong Kong 1994Joan Corkery, Colm Ó Nualláin and Roger Wettenhall, Governance of the Public Enterprise – an African spotlight on the Role of the Board; ECDPM with the Commonwealth Secretariat, August 1994
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    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Using previous theory and research on responses to organisational decline, this paper extends the literature into the boardroom to predict outside director behaviour. In so doing, this paper refocuses the corporate governance research towards individual outside directors as opposed to the traditional focus on the overall board. We argue that this contextual and individualistic focus on outside directors’ behaviour may yield some new and useful insights into the corporate governance literature as well as refine and extend Hirshman's theory of responses to organisational decline.
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    Corporate governance 6 (1998), S. 0 
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    Topics: Political Science , Economics
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    Corporate governance 6 (1998), S. 0 
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    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: This article describes the corporate governance role of financial institutions in their portfolio companies during typical co-operative circumstances and during periods of corporate need and difficulty. The breakdown of relationships and the use of the market for control is also explored. Confidential case studies were prepared from interviews with senior directors and fund managers in UK based financial institutions. The implicit influence process was constrained by FI unwillingness to interfere in good performing companies and by limited FI power in co-operative circumstances. However, the case FIs were able to use their quasi insider knowledge advantage to diagnose problem areas in strategy, management quality, and the effectiveness of the board, and their negative impact on financial performance. They kept this diagnosis in reserve until circumstances arose where they could exercise much stronger influence. The article ends by exploring this extensive private influence process within institutionalist theory and by discussing the implications of this behaviour for policy changes.
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    Corporate governance 6 (1998), S. 0 
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    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: There has been much attention given to the growing activism of institutional investors in corporate governance. However, past research has been unable to establish a consistent relationship between institutional investors and firm behavior. This may have occurred because institutional investors have been assumed to be a homogenous group possessing the same objectives and behaviors. For a sample of 271 U.S. Fortune 500 firms for the years 1990 to 1992, we categorized the firms' institutional investors into four distinct types: pension funds, mutual funds, banks, and insurance companies. We found significantly different relationships between these categories of institutional investors and firms' strategic investments.
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    Corporate governance 6 (1998), S. 0 
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    Corporate governance 6 (1998), S. 0 
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    Corporate governance 6 (1998), S. 0 
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    Topics: Political Science , Economics
    Notes: Sir Adrian Cadbury (1993), commenting on the Cadbury Report, highlights not only the importance placed on outside directors for improved governance but also three areas of concern, namely the appointments process, the availability and the independence of outside directors.The strengths required for the role of outside director in a quoted PLC are considerable, and suggests that outside directors of listed UK public limited companies require the skills and experience that only existing executive directors of similar PLCs are likely to possess. Release by companies of their directors for outside duties raises its own governance issues. Should shareholders rather than internal management approve such appointments? Who has the right to the director’s fees, the company or the individual? Based on the response of 33 companies, this research finds that a majority (73%) have formal policies covering these governance issues but that between companies there are numerous policy differences.
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    Corporate governance 6 (1998), S. 0 
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    Notes: In the wake of the report of the Cadbury Committee on Financial Aspects of Corporate Governance, most major public companies in the UK now have an audit committee in place. However, commentators have noted that the establishment of an audit committee does not guarantee its effectiveness and it is pertinent to the continuing corporate governance debate to consider how such effectiveness may be assessed. This paper reports on a study which examines audit committee activities through interviews with audit committee chairs, finance directors and internal and external auditors. The study identifies influences on the development and activities of audit committees which have not previously been researched in any detail: these include the reasons for audit committee establishment, the timing and conduct of meetings, and communication between participants. The paper argues that audit committee effectiveness should be evaluated from a perspective which acknowledges these influences and recognises the continuing development of the audit committee role over time.
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    Notes: This paper comments on and positions within the issues of corporate governance the process by which Shell, one of the world’s largest and most successful corporations, first committed important errors in its environmental, community and communications strategies and then responded. It forecasts some of the cultural and structural issues which need to be investigated in order to offset future likelihood of Shell committing similar errors in future.In exploring recent episodes in corporate governance, Shell’s company culture is seen as one of the ‘7 sisters’ of the world energy oligopoly.1 Alongside OPEC, the Organisation of Petroleum Exporting Countries, the oil giants of America and Europe provide the underpinning for a world system of economic supremacy. In terms of ethics and environmental performance, this hegemony is potentially benign. However, given their dependence on carbon-based fossil fuels, these giants of the global economy may also tip the biosphere towards deterioration.The commentary is aimed at a strategic evaluation of Shell’s recent problems. Ethical or societal issues on which the critical events reflect requires separate consideration. An attempt to contribute to cultural dimensions of corporate governance theory concludes the paper.
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    Public administration 76 (1998), S. 0 
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    Notes: The article examines the adaptation of Whitehall to participation in the European Union. Following an Historical Institutionalist analysis, the article argues that the most critical juncture relating to the machinery for the handling of European business was taken in 1960–1961 well before the third, successful application to join the European Communities. Actual accession brought about an adaptation of the machinery and of the processes developed in negotiation to the wider needs of membership rather than a reform of machinery. Thus the most important alteration in Britain’s overseas relations since the war was easily accommodated within Whitehall’s established approach to handling policy. Developments from the 1970s onwards have largely been accretive and these developments are outlined. However, the article argues that more fundamental challenges deriving from EU membership lie ahead for the structure of the British state.
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    Notes: The focus of attention in this article is on the major shift in Education Standard Spending Assessments, and with it central grants, in favour of Inner London which first took place in 1990, and has persisted since then. This coincided both with the abolition of the Inner London Education Authority and the transfer of education responsibilities to the Inner London Boroughs, and the introduction of the poll tax. The objective of this article is to test whether this shift in favour of Inner London was due to political manipulation or, instead, was another example of the long-established technical characteristic of ‘feedback’ in spending needs assessments in the English local finance system. A test is devised which distinguishes between these two explanations and involves the use of an Inner London dummy variable. The results provide strong evidence of political manipulation. The implications of this finding are considered.
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    Notes: The introduction of compulsory competitive tendering in UK local government reflected conventional public choice theories of bureaucracy. These theories suggest that competition for service contracts will lead to lower expenditure and higher efficiency. Extensions and criticisms of the classical public choice model yield very different conclusions. First, the problems of bureaucratic supply are less severe than originally assumed, and secondly competition may itself generate new problems such as transaction costs, erosion of trust between principals and agents, and rent seeking. The impact of competition on spending and efficiency is therefore indeterminate, and must be established empirically. However, studies which evaluate the effects of competitive tendering in local government are few in number, cover a limited range of services, and are methodologically flawed. Therefore neither the initial imposition of competitive tendering by the Conservatives, nor its planned abolition by Labour, can be traced to a solid foundation of theoretical or empirical support. Theoretical and methodological problems that need to be resolved by further empirical studies are identified.
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    Notes: This article discusses the occupation of an oil-related structure called the Brent Spar in the British sector of the North Sea by Greenpeace protesters in 1995. Shell intended to ‘dump’ the buoy in the deep North Atlantic. The aftermath of the occupation and associated publicity was a change of policy about the disposal of the Spar by Shell, Europe’s largest multinational company. The article considers alternative explanations for policy change – most importantly the influential propositions by Baumgartner and Jones (1993). The general importance of their work means that the opportunity is taken to set out their themes at some length, but the particular case suggests that their notion of change stemming from a redefinition of the problem may only imperfectly fit sudden policy changes of the Brent Spar type. The article argues that their ‘venue shopping’ concept better illuminates the case – but the significant venue change was geographical – i.e. from Britain to Germany – rather than institutional – i.e. from a policy community to an issue network. The case study superficially accords with an influential body of literature in the 1980s and 1990s that sees outcomes as changing through the mobilization of a wider range of participants in issue networks, but it is argued that there is no automatic link between an expanded roster of participants and outcomes if the decisive decision-making power is retained in the original closed system. The case study suggests there can be an illusion of an issue network when the dominance of a policy monopoly is publicly challenged – but where decision-making power is retained among original participants.
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    Notes: This article examines aspects of planning, budgeting and reorganization in order to evaluate what improvements have been undertaken during the Clinton presidency to improve government performance in the United States national government 1 . The authors develop a model of government reform based upon a series of escalating steps. These are: (1) internal government improvements; (2) fundamental restructuring and reorganization of agency operations; (3) programme reforms, driven by internal management; (4) programme reforms – driven by policy and political change; (5) reform of the political system itself. The authors conclude that while the National Performance Review and Government Performance and Results Act are the centre-pieces of this effort, reform will continue in the US after NPRand GPRA wither away because the time is right for reform for a variety of reasons discussed in the article. The findings are then focused in a broader context in terms of their applicability to western democracies which could result in smaller more successful governments in the twenty-first century.
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    Notes: Diana Woodhouse, In Pursuit Of Good Administration, Ministers, Civil Servants and JudgesMungo Deans, Scots Public LawJ. Clark and J. Newman, The Managerial StateDavid Farnham and Sylvia Horton, Managing People in the Public ServicesWalter J. M. Kickert, Erik-Hans Klijn and Joop F. M. Koppenjan (eds.), Managing Complex Networks: Strategies for the Public SectorChris Skelcher, The Appointed State: Quasi-governmental Organizations and DemocracyRichard Rose, What is Europe?
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    Notes: This article reports on data collected on ministerial resignations and non-resignations 1945–1997. It analyses the reasons why ministers resign and patterns that emerge in terms of the types of issues that are more likely to lead to resignation, and variances between different Prime Ministers, parties and over time. It provides the first fully quantified analysis of ministerial resignations in Britain in the post-war period to enhance the impressionistic analyses which have been offered before.
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    Notes: There has long been a disparity between the practice and the neo-Diceyan doctrine of accountability in British central government. This article shows that the New Public Management (NPM), while not itself the root cause of such disparity, has nevertheless both exacerbated and further exposed existing fault-lines. This much is evident from an examination of NPM’s theoretical bearings and from brief case studies of the Child Protection Agency and the Prison Service. Reflecting broad and deep-seated forces, the NPM is unlikely to disappear. Thus although there are certain attractions in retaining neo-Diceyan assumptions, it may be more appropriate to reconstruct the formal doctrine. Drawing upon Spiro’s notion of ‘multicentric’ accountability and within the context of calls for wider constitutional reform, the article sketches the basis for a new doctrine, having regard to relevant moralities and practicalities.
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    Notes: Public organizations vary considerably. Yet little attention has been paid to the systematic analysis of this diversity. Drawing on case studies of four public organizations and a survey on all central government organizations in Denmark, variations in tasks, environments, constituencies, and central governance are conceptualized. Public organization tasks can be analysed at three levels ranging from user-oriented outputs, general outputs which can further be divided into policy goals, scope of profile, standard setting and capital accumulation, to the normative base of the public sector. Public organizations vary with regard to the emphasis put on level of output and on how the different aspects of the tasks are interrelated. Variations in constituencies and exchange cycles with the environment are further related to different task profiles. Finally it is shown that central oversight organizations compete with other actors in the public organizations’ environment in the governance of public organizations. From an organizational point of view ‘the state’ appears to have a humble and remote position.
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    Notes: In April 1995 a viewing platform built by the Department of Conservation collapsed at a New Zealand wilderness location, Cave Creek, plummeting 14 people to their deaths. The tragedy was unprecedented in New Zealand public administration. This article examines the concepts of political accountability and responsibility in the light of the disaster and the findings of the commission of inquiry into it. It does so with reference to the New Zealand state sector reforms, and theoretical and conceptual contributions to the understanding of (public) policy fiascos and disasters. Although public accountability requirements were fulfilled in the case of Cave Creek there was an unsatisfactory resolution of political responsibility. A fuller appreciation of vindicative political responsibility is needed in tragic cases of this kind where the humanity and justice of impersonal governmental systems need to be at least symbolically affirmed. However, the prospects for such a wider sense of proportion may not be enhanced in a managerialist era.
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    Notes: How does network analysis fit into the development of public administration as an academic discipline? This article tries to bridge theoretical developments in public administration between the middle of the 1970s and the first half of the 1990s. The benchmarks being used are (1) the now classical account by Vincent Ostrom of The Intellectual Crisis in (American) Public Administration - published 25 years ago this year - and (2) Christopher Hood’s reconstruction of core values in (British) new public management. Rather than representing analytical developments as an endless succession of different or even mutually exclusive approaches, this contribution tries to reconcile different foci for analysing public administration. Administrative theory provides us with a rather stable meta-theoretical framework for studying the meaning of quality in government, governance and public administration at various levels of analysis. By relating the emergence of network analysis in PA to parallel developments such as the resurgence of (neo-)managerial and (neo-)institutional analysis, it also becomes clear that network analysis is useful as an analytical device, but that it needs to be linked to theoretical perspectives that provide us with operational assumptions about ‘networks’. Network analysis in itself only provides split ground for reinventing government and refounding public administration.
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    Notes: The policy network literature has provided important insight into the way in which public policy is made in Western societies. Most network studies have focused on processes within networks and have paid little attention to the conceptualization of policy outcomes and the theoretical link between network type and policy type. This article defines and categorizes environmental policy and suggests a proposition on the link between network types and environmental policy types. It is argued that the existence of tight and closed policy communities in sectors subject to environmental regulation is associated with the introduction of low cost environmental policies. In contrast, open and loose issue networks are associated with high cost environmental policies.
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    Notes: Multi-organizational partnerships are now an important means of governing and managing public programmes. They typically involve business, community and not-for-profit agencies alongside government bodies. Partnerships are frequently contrasted with competitive markets and bureaucratic hierarchies. A more complex reality is revealed once partnerships as an organizational form are distinguished from networks as a mode of social co-ordination or governance. Data from studies of UK urban regeneration partnerships are used to develop a four-stage partnership life cycle: pre-partnership collaboration; partnership creation; partnership programme delivery; and partnership termination. A different mode of governance - network, market or hierarchy - predominates at each stage. Separating organizational form from mode of governance enables a richer understanding of multi-organizational activity and provides the basis from which theory and practice can be developed. The key challenge for partnerships lies in managing the interaction of different modes of governance, which at some points will generate competition and at other points collaboration.
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    Notes: Networks have been a research issue in public administration for many years. Because of the difficulty of measuring networks, they have often been treated as a metaphor, a conceptual scheme, or a management technique (networking). The work on networks in public administration is almost all of the case study and rarely of the comparative case variety. This article presents the results of two studies of networks using social network analysis as a technique for studying structural relationships between organizations. This technique is utilized to show both the research and practical potential of network analysis as an evaluation methodology for organizations that jointly produce a service. In the first study, the network provides mental health services to seriously mentally ill adults. In the second study, the network attempts to prevent young people from abusing drugs and alcohol. The two studies were undertaken for different reasons. The first was an elaborate comparative study of four mental health networks and the relationship between network design and performance. The second was a much simpler consulting effort to help a local prevention partnership create linkages to other community organizations. However, in both of the studies the goal was to measure the structural ties in the network based on various types of relationships that exist in a given field of practice. These linkages are ties that bind the network together and become data that can be used to compare networks on their degree and type of integration. The article makes the argument that links in a network are one way that scholars can compare networks in similar or different policy domains. At the same time, the article argues that analysing linkages in an organization’s network is an effective and practical means of determining how well integrated any given organization is in a network.
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    Notes: Two very serious prison escapes in 1994–5 prompted the Home Secretary, Michael Howard, to dismiss the Prison Service head, Derek Lewis (a contracted businessman) who successfully sued for full compensation and costs. This sacking and law suit were unprecedented events which highlighted familiar tensions about the ‘policy’ and ‘administrative’ (‘operational’) distinction and what passes for the theory of individual ministerial responsibility to Parliament. This article reviews four serious prison security failures in England and Northern Ireland since 1983 and the standard ministerial posture blaming operational error rather than their own policy framework. Drawing on interviews with relevant senior figures, the exceptionally politically sensitive case of executive agency status for the Prison Service of England and Wales is considered. The ‘Lewis vs. Howard’ affair is placed in its context of the increasingly managerial ambitions of both ‘incomer’ and career civil servants which conflict with traditionally comprehensive, but symbolic, ministerial responsibility.
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    Notes: Britain is generally perceived as having a hierarchical and unified political system with power concentrated in the central institutions of the state. This conception has not only influenced analysis but has affected the behaviour of politicians. However, in recent years both conceptions of the state and, how it operates, have been challenged. Conventional approaches concerned with the internal workings of the state have largely taken the nature of power as unproblematic. Consequently they have oversimplified the nature of power relationships within the state. In the last five or ten years the dominant conceptions of the core state have been questioned by theoretical and empirical challenges such as globalization, the core executive, the reform of government, bureau-shaping and new approaches to power. The article analyses how these challenges require a reconceptualization of the central British state.
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    Notes: This article examines the policy of Fifth Republic governments towards the modernization of the French civil service, with particular reference to the period since 1989. It has three main objectives. The first is to clarify the terms of the French debate about the crisis of the state, which is necessary to an understanding of the intellectual context of reform. The second is to describe and analyse the various strands of ‘administrative modernization’ policy. The third is to provide an interim assessment of the impact on the structure and culture of the civil service of what is an on-going programme of administrative reform. The origins and development of modernization policy are examined from a ‘regulationist’ perspective which emphasizes that modernization is intended to re-assert the legitimacy and effectiveness of state action, most notably by deconcentrating the manaement of public policies to the ‘local’ civil service.
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    Notes: In the last decade experiments with decentralized democratic governance and citizen involvement have been launched throughout Europe in functional domains as varied as housing, environmental planning, primary schools and care for the elderly. This article analyses such democratization processes through the lense of cultural theory as formulated by Thompson, Ellis and Wildavsky (1990). It argues that cultural theory provides a framework for understanding why formal democratic rights and rules are not necessarily matched by democratic images among actors. It draws on empirical material from the Danish social housing sector, which is widely recognized for its decentralized governance system and extensive tenant involvement.
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    Notes: Tesco Plc. is one of Britain's leading food retailers with 430 stores throughout England, Scotland and Wales and an additional 98 in France operated by Catteau. Tesco serves over eight million customers each week. In 1994 group sales increased by 13.8% to £9.2bn, profit before tax was £528m and dividends per share rose by 9.2% to 7.75p.This extract from the Tesco 1994 annual report and accounts is included to illustrate the corporate governance information now being provided in the UK, following the Cadbury report recommendations. The accounts were chosen at random and are not intended to show good or bad practice.
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Type of Medium: Electronic Resource
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  • 91
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: This study addresses the question of whether directors of publicly listed companies engage in self-serving behaviour. Specifically, the enquiry considers whether directors in failing firms reduce personal shareholdings in their firms as failure approaches. The answer not only has implications for shareholders and regulators but has importance in terms of agency theory. While it appears that directors of failed firms do not hold fewer shares or reduce their shareholdings in their own firms, it seems that they do not increase their shareholdings as frequently as those in non-failed firms.
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  • 92
    Electronic Resource
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Type of Medium: Electronic Resource
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  • 93
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: There is evidence that corporate boards monitor and discipline managerial behaviour, a view also taken of an active market for corporate control. We investigate the extent to which board composition reflects restrictions on corporate control transactions, an outcome consistent with substitution between corporate governance mechanisms. In contrast to prior research, our results show that corporate boards are larger, and comprise a relatively higher proportion of outside directors when the firm is incorporated in a state with relatively restrictive takeover legislation. We interpret these findings as indicative of potential substitution among corporate governance mechanisms, an outcome often overlooked by advocates of “compulsory” board structures.
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: ‘Business Process Re-engineering’ (BPR) exercises are widespread among major corporations. But what are the implications for the boardroom? This up-date report highlights certain aspects of BPR that should concern directors and boards. It draws upon the results of COBRA, a pan-European examination of BPR experience and practice, which has found that the reality of BPR application does not always match its rhetoric. There are strategic issues concerning BPR priorities, its relative impacts upon different stakeholders, and its consequences that need to be addressed. There are also implications for the composition of the board itself.
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  • 95
    Electronic Resource
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Type of Medium: Electronic Resource
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Type of Medium: Electronic Resource
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  • 97
    Electronic Resource
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Type of Medium: Electronic Resource
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  • 98
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Operating and Financial Review – views of analysts and institutional investors; The Institute of Chartered Accountants of Scotland Pauline Weetman with Bill Collins and Elizabeth Davie
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 3 (1995), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Type of Medium: Electronic Resource
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