Board Of Directors Research Articles

The Impact of Board Gender and Nationality Diversity on Corporate Human Rights Performance in Different Institutional Contexts

ABSTRACTResearch Question/IssueThe duty of businesses to observe human rights (HR) is garnering great interest among corporations, researchers, and policymakers. However, little is known yet about the organizational drivers that make firms pursue higher levels of corporate human rights performance (CHRP). In an attempt to fill this gap, we present the first global study on the influence that board gender and nationality diversity have on CHRP.Research Findings/InsightsWe evaluate panel data of 548 companies worldwide from 2012 to 2021 by using the two‐step system generalized method of moments (GMM) and a moderation analysis. Our results show that board gender diversity has a positive effect on CHRP, but this impact is weaker in institutional settings where patriarchal stances prevail. We also find that board nationality diversity affects CHRP positively only in firms from countries with a network‐oriented approach toward corporate governance.Theoretical/Academic ImplicationsThese findings help to further differentiate CHRP drivers from generic sustainability antecedents and uncover the relevance of adopting an institutional lens when delving into the rationale of CHRP. In this regard, we make a call for future analyses in this field to acknowledge national gender equality levels and societies' corporate governance orientation as potential boundary conditions.Practitioner/Policy ImplicationsOur results may guide companies on how to reduce corporate risks associated with HR violations by incorporating women and foreigners on their boards. They may also encourage businesses and policymakers to boost gender equality both on corporate boards and within societal values as both these aspects may be key for safeguarding HR internationally.

The task of sociologists is to bring order into chaos (interview with RAS corresponding member M. F. Chernysh)

On the eve of the 50th anniversary of the journal Sociological Studies, we turned to Corresponding Member of the Russian Academy of Sciences, Doctor of Sociological Sciences Mikhail F. Chernysh – our long-time author and expert, member of the editorial board – with a request to answer our questions. I wanted to discuss not only the activities of our journal, but also the problems of sociology in general. In recent years, situation in sociology has been changing: alarming trends in sociological education in higher education are intensifying, decisions are being made to reduce the subject of social studies in school, the problem of reproduction of scientific personnel is becoming acute, and discussions about the subject of sociology are becoming more urgent. The interview raises such important issues as the essence of sociology as a science, provides an understanding of its functions and tasks, and outlines the structure and levels of sociological knowledge. Important elements of its existence and development are emphasized, in particular the impossibility of forming an exclusively “national” sociology. The development of sociological education in new conditions is discussed. The tasks of the functioning of the Federal Research Sociological Center of the Russian Academy of Sciences are outlined. Attention is focused on personnel problems in science and the perception of sociology by government institutions.

Echoes of Speculation Underway in Relations Between the Occident and China

In a previous article I talked about speculative waves in sequence that have hit the global economy since the 2000s in a world struggling with deflation. Well, this wave of speculation has not stopped but today it seems to concern the transfer of industrial plants from the West to China. A process that was born with the good intentions of transferring industrial activities to developing countries with the dual objective. Give a boost to the economy in developing areas and at the same time reduce the management costs of large multinationals' plants. A process therefore that was born with a positive sign in the intent to help a coordinated development of the territories and a reduction in the costs of industrial products. Meanwhile, the objective of coordinating the development of the territories and continents has not been achieved and on the contrary the process has led to an almost exclusive delocalization of industrial production from the West to China. The excess of industrial localization has exacerbated the concentration of unassimilable waste with a worsening of the disease of the planet struggling with atmospheric overheating. The process, therefore, has been slowed down but not stopped for natural reasons. On the other hand, the acceleration of the development of the Chinese economy has also marked a halt coinciding with the spread of the global epidemic. After about fifty years of accelerated economic growth, the Chinese community has sensed the change in the country's economic prospects and has pulled the brakes on both consumption and investments, marking the end of the accelerated race on the road to development. The picture of the speculative evolution of industrial delocalization processes sees together the interest of mega companies in reducing management costs which is congenial to the increase in the financial values of companies that increase on the Western stock exchanges. In other words, delocalization helps reduce management costs and at the same time seems to support ultra increasing financial values. In short, it plays into the hands of speculation which is certainly not the interest of global social and economic development which instead requires coordination of the territories on the road to development. With the further dilemma that the fate of the global economy may be in the hands of the Boards of Directors of mega companies and not of states and communities.​

The role of military directors in holding the CEO accountable for poor firm performance

AbstractResearch SummaryWhy do some boards of directors dismiss the CEO when a firm performs poorly, while others do not? We argue that military directors—outside directors with military backgrounds—on the board increase the likelihood of CEO dismissal under low‐performance conditions. Military service instills a lifelong system of values and beliefs related to accountability—the obligation to accept responsibility for one's own actions and outcomes—which leads military directors to attribute low performance to the CEO and hold the CEO strictly accountable for such performance. This argument is supported by extensive quantitative data on CEO dismissal in publicly listed firms and qualitative data obtained from interviews with military directors who have served on boards of those firms.Managerial SummaryMilitary directors—outside directors with military backgrounds—frequently occupy seats on the boards of publicly listed firms in the United States. Military service instills an enduring system of values and beliefs rooted in accountability, which, we argue, makes military directors more inclined to attribute performance shortfalls to the CEO and advocate for more rigorous CEO accountability, resulting in CEO dismissal. Our argument is supported by quantitative data on CEO dismissals within publicly listed firms and qualitative data derived from interviews with military directors who have served on boards of those firms. Our findings underscore that principles ingrained via military service may influence corporate governance, particularly one of its core components: executive accountability.

متطلبات استثمار الإعلام الرياضي في تسويق الدوري العراقي

The research aims to identify the requirements for investing in sports media in marketing the Iraqi Professional League by identifying each of (administrative requirements for investing in sports media in marketing the Iraqi League, human requirements for investing in sports media in marketing the Iraqi League, material requirements for investing in sports media in marketing the Iraqi League, technical and technological requirements for investing in sports media in marketing the Iraqi League). The researcher used the descriptive approach using the survey method. The research community included members of the boards of directors of the Iraqi clubs participating in the Iraqi Premier League, numbering (20) clubs, with (193) board members. The researcher selected a random sample of (150) individuals, and the researcher relied on the questionnaire form to collect data. One of the most important conclusions was that the administrative requirements for investing in sports media in marketing the Iraqi League are represented in adhering to the ethics of the profession and what was approved by the Media Code of Conduct, qualifying human cadres for workers in sports media through specialized training courses to develop media work, attracting sponsoring companies for the Iraqi Football Association and the Professional League, using the best media means to publish news of the Professional League, and providing a special committee. For advertising and publicity at the Iraqi Football Association, it helps in marketing the Professional League. One of the most important recommendations was the need to assign a media spokesperson for each club in the Professional League, and to select the best workers who applied to work in sports media.

Exploring the circular last mile: reusable packaging in home delivery of food and groceries using a design science approach

ABSTRACT The market for home deliveries of food and groceries has been growing in the last years, and with it so have the associated environmental impacts: emissions from the delivery routes, energy for the cold chain and packaging waste are some of the main concerns. The purpose of this paper is to contribute with knowledge to support the development and implementation of circular retail supply chains, with focus on customer involvement and logistics operations in home deliveries of food and groceries. This study is based on a design science approach that follows three main steps: (1) development of the ‘circular delivery concept’ (i.e., the artefact), (2) field-test in real-life conditions and (3) key-learnings and implications on theoretical, managerial, and policy domains. The feedback from the actors involved in the concept (customers, production/warehouse staff, delivery drivers and e-tailer management) was collected through semi-structured interviews, observations, and workshops. Results show potential of the circular delivery concept at test, with customers and delivery drivers recognising positive aspects and a good potential from the new setting. The warehouse staff and the management board, were, however, sceptical of the concept and expressed concerns on the practicability to scale it up because of the challenges in operationalising it in the warehouse. The main barriers found in this study relate to the need to implement new processes for circular supply chains in efficient and cost-effective ways, and to get customers more actively involved and to assume their responsibilities. For the latter, the added value needs to be conveyed more clearly and pragmatically so that the customer recognises its value as obvious and clear. Managerial and policy implications were deduced, as well as theoretical implications that contribute to the theory of consumption value.

Strategic expansion – Guinness Nigeria, management accounting information and upper echelons

ABSTRACT Research based on upper echelons theory has examined characteristics of top managers and their effects on accounting choices. In this paper, we show that management accounting information may influence the relationship between top manager characteristics and organizational outcomes. We draw on the historical case of the Guinness brewing company expanding operations to Nigeria in the 1960s. Our analysis of the case reveals some top manager characteristics of the Guinness board members signaled potential for a strategic choice to expand into Nigeria. However, the case also shows that the strategic choice to open a bottling plant was altered based on accounting information to instead build a brewery in Nigeria. This suggests a moderating role of management accounting information within the general framework of upper echelons theory.

When colleagues compete outside the firm

AbstractResearch SummaryCollaboration among employees is the bedrock of an organization, but we suggest that it can be undermined by their extra‐organizational affiliations. We point to the hidden but common constellation of two coworkers who are also affiliated with organizations that compete with one another. We hypothesize that such colleagues collaborate less with one another when performing on behalf of their shared employer. Using data from professional soccer, we provide empirical evidence. We outline implications for research on extra‐organizational affiliations, intraorganizational collaboration, competition and rivalry, and social networks.Managerial SummaryImagine two soccer players who play for the same soccer club – but compete against one another when they perform on behalf of their national team (i.e., the two players have different nationalities). We show that the two soccer players collaborate less (i.e., play fewer passes to each other) at their club after encountering each other as opponents when performing on behalf of their national teams. This finding in the context of sports has implications for firms. Managers of the same firm may serve on boards of directors of companies that compete with each other, and employees may support political parties that compete – eventually hindering internal collaboration.

The journey to building a diverse, equitable, and inclusive American Medical Informatics Association.

The American Medical Informatics Association (AMIA) Task Force on Diversity, Equity, and Inclusion (DEI) was established to address systemic racism and health disparities in biomedical and health informatics, aligning with AMIA's mission to transform healthcare. AMIA's DEI initiatives were spurred by member voices responding to police brutality and COVID-19's impact on Black/African American communities. The Task Force, consisting of 20 members across 3 groups aligned with AMIA's 2020-2025 Strategic Plan, met biweekly to develop DEI recommendations with the help of 16 additional volunteers. These recommendations were reviewed, prioritized, and presented to the AMIA Board of Directors for approval. In 9 months, the Task Force (1) created a logic model to support workforce diversity and raise AMIA's DEI awareness, (2) conducted an environmental scan of other associations' DEI activities, (3) developed a DEI framework for AMIA meetings, (4) gathered member feedback, (5) cultivated DEI educational resources, (6) created a Board nominations and diversity session, (7) reviewed the Board's Strategic Planning for DEI alignment, (8) led a program to increase diversity at the 2020 AMIA Virtual Annual Symposium, and (9) standardized socially-assigned race and ethnicity data collection. The Task Force proposed actionable recommendations that focused on AMIA's role in addressing systemic racism and health equity, helping the organization understand its member diversity. This work supported marginalized groups, broadened the research agenda, and positioned AMIA as a DEI leader while reinforcing the need for ongoing transformation within informatics.

Community Engagement and Collaboration between Researchers and Community Stakeholders for Schistosomiasis and Malaria Projects in Ingwavuma, uMkhanyakude District, KwaZulu-Natal.

Community engagement is a multiphase process that is crucial for successful community-based health interventions. This study investigates the collaborative phase of community engagement, specifically within a co-developed framework implemented in uMkhanyakude District, South Africa. A qualitative case study approach was employed to explore the experiences of key community stakeholders during the collaborative phase of project implementation. Data collection involved key informant interviews, focus group discussions, and direct observation. The findings demonstrate the potential for effective collaboration among village headmen, community advisory board members, and community research assistants to address local health challenges. Community research assistants played a particularly valuable role in facilitating participatory research and hands-on engagement with researchers. However, several barriers hindered the collaborative process, including demanding work conditions, communication issues regarding compensation, inappropriate behavior from the research team, and culturally insensitive interactions. While community-based participatory research offers a promising collaborative approach for addressing health issues, a careful consideration of local socio-cultural dynamics is essential to avoid misunderstandings and overcome potential barriers. Addressing these challenges is crucial to ensuring that collaborative partnerships effectively empower communities and achieve sustainable improvements in health outcomes.

Two-tier corporate board structure, corporate governance reforms and financial performance of firms listed on the China stock market

Two-tier corporate board structure, corporate governance reforms and financial performance of firms listed on the China stock market

Evaluating the Role of Electronic Security Surveillance in Enhancing Safety in Secondary Schools: A Case Study of Trans Nzoia County, Kenya

Secondary school safety is critical to sustaining comparable academic performance outcomes. However, there are so many threats that affect the safety of schools that make up this necessity throughout the world. Security challenges in secondary schools in Kenya includes fires, theft and radicalization have been witnessed in school. Nevertheless, the application of electronic security surveillance systems still remains rather low. They work under very high risks and many schools in Trans Nzoia County are especially vulnerable leaving the school community at risk. This research aimed at evaluating the extent to which these systems enhance safety. Based on Situational Crime Prevention Theory and Contingency Theory, the study adopted descriptive survey research design and targeted 14 second schools with previous security threats and deployed with surveillance systems. Participants were 14 principals, 14 boarding teachers, 14 security personnel, 70 students- 10 students from each of the 7 schools, County Director of Education, and the Chief Fire Officer. The sample size for the study was 128 respondents. Data was collected using questionnaires, interview schedules and Focus Group Discussions. The data was analysed through using Social Package for Social Sciences version 25. Regarding electronic surveillance system improvement of school security, 80.8 percent of respondents supported its effectiveness. When national ICT and school safety policies had been included, it was found that the improvement of these systems for the safety of schools has proved 40.9% different (R² = 0.409, F (2, 75) = 26.003, p = 0.000). Of all the forms of surveillance, the study noted that CCTV cameras were the most widely used in secondary schools. That being said, the efficiency of their use in achieving safety objectives was somewhat hampered by operational obstacles. The study therefore suggests that while emphasizing on the use of additional technologies like fire alarms, burglar alarms, Metal detectors and Biometric systems, the school management boards in collaboration with Ministry of education and ICT should devise way of extending the use of such gadgets. Secondly, to guarantee full coverage of the school premises, it is necessary to step up investment in electronic security systems, and improve the support of personnel pertaining to the detection of threats.

Understanding the Dynamics of Board-Executive Director Relationships in Nonprofits: A Qualitative Study of Youth-Serving Nonprofits in Utah

A functional positive relationship between the executive director (ED) and the board of directors (BOD) is crucial to nonprofits meeting their missions. The present qualitative study sought to identify factors—including traits, behaviors, processes, and experiences—associated with positive relationships between BODs and EDs in youth-serving nonprofits in Utah. Surveys were utilized to identify pairs (N = 6) of board chairs and EDs who had high relationship satisfaction. Individual semi-structured interviews were employed with each participant. Transcripts were analyzed using two-cycle coding, descriptive and pattern coding in which three themes emerged: (1) Background; (2) Roles; and (3) Leadership. The findings illustrated effectively harness individuals’ professional experiences and skills and can provide essential support and mentoring to the ED. Furthermore, interviews with ED–Board Chair (BC) pairs revealed that holding similar values and motivations for serving and leading in the organization fed into harmonious partnership models and a supportive collaborative environment. A shared leadership approach, guided by set roles and responsibilities and solidified with trust and open communication, resulted in EDs and BCs being satisfied with their counterparts and how their organizations were operating. Findings can guide nonprofits in developing, maintaining, and evaluating relationships and processes related to leadership in nonprofits.

Incorporating a solid code of ethics can help keep your board on the straight and narrow

Before voting in a new board member, your organization surely conducts a thorough vetting of the candidate and keeps an eye out for any red flags that might be a cause of concern about their future behavior and actions while serving on your board. Even still, there are steps that your nonprofit should take to further instill expectations of responsible, ethical behavior—and at the top of the list is a formal code of ethics that all board members must read, understand and sign, experts say.

Expectations for board giving should reflect the many types of contributions

For established nonprofits with seasoned board members, the question of how much those board members should personally contribute to the organization may be old hat. Most such nonprofits have policies in their board handbooks that spell out expectations on this front. And for many, the question comes down to what each board member is capable of, while still reflecting their serious commitment to the group, and encompassing a variety of types of contributions that might extend beyond cash gifts.

Boardroom Strategies: How Governance Structures and Firm Size Influence Accounting Conservatism

This study explores the intricate relationship between corporate governance mechanisms—specifically Board Directors, Independent Commissioners, and the Audit Committee—and Accounting Conservatism, focusing on the moderating effects of Firm Size. The findings reveal that Board Directors have a statistically significant impact on Accounting Conservatism, primarily through their ability to provide oversight and challenge aggressive financial practices. However, the influence of Board Directors is moderated by Firm Size, as larger organizations often exhibit complexities that dilute their effectiveness. Similarly, the study underscores the pivotal role of Independent Commissioners in promoting conservative accounting practices. However, their impact is not amplified by Firm Size. The pressures faced by larger firms can lead to more aggressive financial reporting, thereby limiting the effectiveness of Independent Commissioners. Additionally, the Audit Committee is identified as a crucial governance mechanism in fostering Accounting Conservatism, but its effectiveness is also diminished in larger firms due to complex organizational structures. Overall, the research underscores the critical need for governance frameworks to be adaptive and tailored to the unique challenges posed by Firm Size. By recognizing and addressing these complexities, organizations can enhance the integrity and transparency of their financial reporting, thereby fostering trust among stakeholders and contributing to corporate accountability.

Put policies, procedures in place to address board disputes

Its natural—and common—for nonprofit boards to confront conflict in their ranks. Whether it's disputes between board members, boards and staff, or the executive director and board chair, these situations should be expected, and addressed by policies and procedures that the board and organizational founders put in place from the get‐go, according to Jeremy Barlow of board management consultancy BoardEffect.

Fathers use of extended parental leave: exploring company barriers in Sweden

ABSTRACT In Sweden, men's parental leave rights are considered important for realizing gender equality. Men have the same compensated leave rights as women: three months each of nontransferable and transferable leave. Nevertheless, less than 20% of couples share leave equally (each taking 40% or more of all leave days). Understanding the circumstances under which fathers take leave beyond nontransferable months is important if equality is to be realized, yet few studies investigate this. Our survey of human resource directors in Sweden's top companies revealed extended leave use was not normative for fathers’ and especially male top managers and aspects of the gendered culture and structure of work organizations were associated with less extended leave use. Company awareness of parental leaves benefits for the company was significantly and independently related to fathers’ and top male managers extended leave use. . Positive workplace attitudes and less job specialization increased fathers’ extended leave use. Companies’ setting fewer conditions encouraged more top male managers to take extended leave, as did a policy of managerial training to facilitate fathers’ leaves. Greater understanding of company barriers to fathers’ extended parental leave use may encourage companies to remove those barriers which canincrease fathers’ use of extended parental leave.

Formal board agreements can help ensure effective governance

If your nonprofit has not developed a formal board agreement that all new and existing board members must sign, you're missing out on an easy way to bolster effective governance in your organization, experts say.

Editorial

Dear AG Readers, It is with great pleasure and pride that I introduce to you this special volume of Annals of Geophysics titled “Embracing the past, empowering the present, and envisioning the future”. As Editor-in-Chief, I am thrilled to present a collection of articles that celebrates 25 years of INGV excellence, within the realm of geophysical disciplines. This volume showcases the outstanding contributions of our esteemed colleagues who have made themselves available to participate as authors in the compilation of this volume. Their participation is rooted in the numerous projects, collaborations, and cultural exchanges they have had over time with all the personnel of our Institute, which have allowed the advancement of knowledge in the various scientific disciplines covered. I extend my heartfelt gratitude to all authors, reviewers, and editorial board members whose dedication has made this milestone possible. Over the past 6 months we have worked hard to curate this special issue of Annals of Geophysics. I would like to acknowledge the generous help of A. Grazia Chiodetti, who has been consistently present in every stage of editing the papers, and not least Emanuela Bagnato, Felicia Corsale and M. Chiara Piazza in following up with the authors and compiling the papers into the special issue. Without their assistance, the production of this volume would have been significantly more difficult, if not impossible. I'd like to finally thank Enrico Rocchetti, Simone Vecchi and Barbara Angioni for helping us have a well-made and always up-to-date website. I would like to thank all the referees for their excellent work in reviewing the scientific papers in such a short time. I invite you to explore these pages and delve into the diverse insights and discoveries that define our field. May this volume inspire further exploration and collaboration in the years to come. Warm regards, Editor-in-Chief