Dichotomous World Research Articles

Corporate Governance Reforms and the Dichotomous Worlds Hypothesis: Towards a Plurality of Corporate Governance Philosophies

The dichotomous worlds hypothesis holds that corporate governance systems worldwide are either based on the Anglo-American shareholder model or the Eurasian stakeholder model. We suggest a more fine-grained classification, based on five corporate governance philosophies - complementary systems of beliefs on whether and how managers ought to be kept in check. These philosophies are validated through a content analysis of the corporate governance reform codes of 38 countries around the globe.

Understanding emotion and emotionality in a process of change

Aspects of the psychodynamics of organisation change are explored and in particular how emotion and emotionality should be conceived. A case is made to go beyond the dichotomous world of “rational” versus “emotional” and develop a greater appreciation of how the rational and the emotional can be “fused” or act in a co‐existent and co‐dependent fashion where one cannot be understood in the absence of the other. Read through the optic of identity, acts of so called rationality may simply be an expression of a deeper, albeit unconscious realm – psychodynamics in which emotion and emotionality are significant. It is through the optic of identity that the individual’s attachment to the organisation is described and the meaning of behaviour in the midst of change is canvassed. It is noted that, depending upon the degree of identification with the organisation, one encounters behaviours that reflect dislodgement of identity and those more commonly associated with the processes of grieving. Some tentative strategies are advanced in managing these behaviours.

The psychodynamics of organisation change

Aspects of the psychodynamics of organisation change are explored and in particular how emotion and emotionality can be read. A case is made to go beyond the dichotomous world of “rational” versus “emotional” and develop a greater appreciation of how the rational and the emotional can be “fused” or act in a co‐existent and co‐dependent fashion where one cannot be understood in the absence of the other. Read through the optic of identity, acts of so‐called rationality may simply be an expression of a deeper, albeit unconscious realm – psychodynamics, in which emotion and emotionality are significant. It is through the optic of identity that the individual’s attachment to the organisation is described and the meaning of behaviour in the midst of change is canvassed. It is noted that, depending upon the degree of identification with the organisation, one encounters behaviours that reflect dislodgement of identity and those more commonly associated with the processes of grieving. Some tentative strategies are advanced in managing these behaviours.

Health locus of control among HIV-positive indigent women

The authors explored the multidimensional construct of health locus of control among 14 indigent HIV-positive women who attended one of two southwestern city health clinics. An exploratory survey design was used to compare the mean responses of the subjects on the Multidimensional Health Locus of Control (MHLC) Scales with established normative data. The women believed they had control over their health, yet felt powerful others and chance determine their health outcomes. These findings are drawn from high scores on both the Internal and External MHLC Scales. Findings imply that these women may not view themselves as having any control in the dichotomous world of acute and chronic illness. Authors recommend that nurses should encourage their patients to participate in the management of their health care.

Two cultures revisited: continuously improving in a dichotomous world.

Two cultures revisited: continuously improving in a dichotomous world.

Medical Staff Organization and Administration

In our society today, the medical staff of a voluntary nonprofit hospital is an organizational anomaly. The individual physicians in most communities are private entrepreneurs. They establish a private practice in any location in the community that they want. They determine for themselves exactly what services they will provide in their own office. Their existence in their own office practice is relatively uncomplicated and unregulated. However, physicians are considered part of a profession that has both moral and social obligations to the community in which they live. Because of this, they must participate in activities affecting the entire community and not just that portion they see in their private office. From the beginning, physicians live in a dichotomous world. The first aspect of the dichotomy is expressed in their private office practice. The second facet is expressed in their use of the hospital. It is in the hospital setting that

Medical staff organization and administration

In our society today, the medical staff of a voluntary nonprofit hospital is an organizational anomaly. The individual physicians in most communities are private entrepreneurs. They establish a private practice in any location in the community that they want. They determine for themselves exactly what services they will provide in their own office. Their existence in their own office practice is relatively uncomplicated and unregulated. However, physicians are considered part of a profession that has both moral and social obligations to the community in which they live. Because of this, they must participate in activities affecting the entire community and not just that portion they see in their private office. From the beginning, physicians live in a dichotomous world. The first aspect of the dichotomy is expressed in their private office practice. The second facet is expressed in their use of the hospital. It is in the hospital setting that