Efficiency Of Governance Mechanisms Research Articles

Unfolding Affective Atmospheres during the COVID-19 Pandemic Crisis: The Constitution of Affective Governance in Taiwan

This article primarily explores the generation and circulation of the affective atmosphere during the COVID-19 crisis, providing a nuanced understanding of the emergence of affective governance. It constructs an analytical framework to examine the spatiality, collectivity, and authority within affective atmospheres, which are essentially interrelated and mutually influential. It argues that the affective atmosphere can be manipulated to direct public emotions and actions, shaping specific forms of affective governance. Through a case study of Taiwan’s response to the COVID-19 pandemic, this paper unfolds how affective dynamics converge to reinforce Taiwanese nationalism through the construction of atmospheric walls, social and psychological mobilisation, and technology-based interventions. It demonstrates that governments adapt to changing atmospheres and achieve their strategic intentions through performative spatial arrangements, emotional appeals and affective rhetoric, as well as the development of a digital surveillance landscape. It illuminates how these epidemic transmission control strategies have driven a shift in governance models towards greater emphasis on transforming and manipulating affective nationalism to stimulate public sentiments and collective actions. Finally, this paper suggests that further research and discussion is needed regarding the multifaceted nature of affective atmospheres to enhance the effectiveness and efficiency of governance mechanisms, as well as to promote civic engagement and inclusivity.

Corporate governance, product market competition and firm performance: evidence from Iran

PurposeThe purpose of this study is to investigate the effect of product market competition and corporate governance on firm’s management performance in the Tehran Stock Exchange market. According to the research literature, the governance mechanisms used in this study consist of ownership structure, structure of the board of directors and capital structure. In addition, Herfindahl–Hirschman Index and market size were used to measure the product market competition.Design/methodology/approachThis study used one selected sample among the firms in the capital market of Iran from 2004 to 2012.FindingsThe results of this study indicated that there is a significant relation among the major governance mechanisms (including ownership concentration, independence of the board of directors and debt ratio) and product market competition and management performance. The findings of this study also showed that product market competition is effective on the relation between corporate governance and the performance, and this is what has been ignored in most of the conducted studies.Originality/valueIn general, the results of this study supported the idea that product market competition is effective on implementation and efficiency of governance mechanisms.

Efficiency of governance mechanisms in China's distribution channels

As multinational enterprises increasingly enter the Chinese market, channel researchers are paying increasing attention to the efficiency of channel governance mechanisms in this nontraditional market. Yet current research neglects different distributor characteristics, such as risk preferences and long- or short-term orientations. In China, an emerging market with continuously evolving legal institutions, distributors’ core business orientations (risk preference and long-term orientation) may affect their channel relationship with suppliers (distributor trust and channel conflict). The efficiency of hierarchical and relational governance mechanisms also may depend on distributor orientations. Using a national sample of distributors in China, this study confirms that both governance mechanisms exert significant main effects on channel relationships. In addition, the two core distributor orientations moderate the effects of the manufacturer's hierarchical governance mechanisms on relationship quality, though they do not for relational governance mechanisms. The results suggest that multinational enterprises should tailor their governance mechanisms to distributors with different risk and long-term orientations.