Organizational Governance Structures Research Articles

The Scope and Governance of International R&D Alliances

Participants in research and development alliances face a difficult challenge: How to maintain sufficiently open knowledge exchange to achieve alliance objectives while controlling knowledge flows to avoid unintended leakage of valuable technology. Prior research suggests that choosing an appropriate organizational form or governance structure is an important mechanism in achieving a balance between these potentially competing concerns. This does not exhaust the set of possible mechanisms available to alliance partners, however. In this paper we explore an alternative response to hazards of R&D cooperation: reduction of the of the alliance. We argue that when partner firms are direct competitors in end product or strategic resource markets even protective governance structures such as equity joint ventures may provide insufficient protection to induce extensive knowledge sharing among alliance participants. Rather than abandoning potential gains from cooperation altogether in these circumstances, partners choose to limit the scope of alliance activities to those that can be successfully completed with limited (and carefully regulated) knowledge sharing. Our arguments are supported by empirical analysis of a sample of international R&D alliances involving electronics and telecommunications equipment companies.

A Forty Year History 1960–2000

A Forty Year History 1960–2000

Organisational governance structures in allied health services: a decade of change.

A ten year review of developments in the organisation and management of allied health services in Australian acute care public hospitals reveals a steady transformation away from a medically managed universal model towards more complex and contested models of governance. This article revisits early observations about the reorganisation of allied health services and presents more recent research findings to guide managerial decision-making about restructuring the diverse disciplines that constitute allied health. A new organisational model "integrated decentralization" is presented as an approach to managing allied health services which accommodates multiple stakeholder demands in the context of New Public Management (NPM) related reforms. The focus on the institutional level is complemented by examining developments in the profile and activity of allied health at the regional, state and national levels to present a more comprehensive picture of change over the decade of the 1990s.

Outsourcing the internal audit function: the British Government experience with market testing

Internal auditing has historically functioned as an integral part of an organization's risk assessment, control, and governance structure. Recently, the internal audit world has been challenged by external firms, including the large professional services firms, who are marketing internal audit services (outsourcing). The market potential for internal audit services is large with some firms projecting internal audit services to be 25% of the total of external audit billings in the next few years. Many governments have also argued that they could improve both the cost and the efficiency of governmental services by subjecting individual governmental units to competition from the private sector. Internal auditing may be an ideal candidate for market testing because (1) it is usually organized as a separate, stand-alone unit, and (2) there are many alternative providers of audit services. The authors had the opportunity to examine the ‘market testing’ of internal audit services within the British Government. We interviewed most of the major parties involved in a market test of internal audit services. Those interviewed included outsourcing providers, heads of internal audit departments, and a member of the Treasury who provided oversight of the process. Market testing led to some significant changes and challenges—some good and some not so good. This paper describes the market testing process in the UK and the potential benefits and costs associated with outsourcing governmental internal audit functions.

Outsourcing the Internal Audit Function: The British Government Experience with Market Testing

Internal auditing has historically functioned as an integral part of an organization's risk assessment, control, and governance structure. Recently, the internal audit world has been challenged by external firms, including the large professional services firms, who are marketing internal audit services (outsourcing). The market potential for internal audit services is large with some firms projecting internal audit services to be 25% of the total of external audit billings in the next few years.Many governments have also argued that they could improve both the cost and the efficiency of governmental services by subjecting individual governmental units to competition from the private sector. Internal auditing may be an ideal candidate for market testing because (1) it is usually organized as a separate, stand‐alone unit, and (2) there are many alternative providers of audit services.The authors had the opportunity to examine the ‘market testing’ of internal audit services within the British Government. We interviewed most of the major parties involved in a market test of internal audit services. Those interviewed included outsourcing providers, heads of internal audit departments, and a member of the Treasury who provided oversight of the process. Market testing led to some significant changes and challenges—some good and some not so good. This paper describes the market testing process in the UK and the potential benefits and costs associated with outsourcing governmental internal audit functions.

Foundation Patronage toward Citizen Groups and Think Tanks: Who Get Grants?

Private foundations are important patrons for nonprofit organizations engaged in research, education, and policy advocacy, but little is known about the allocation of grants to specific organizations. Company-sponsored foundations that fund environmental citizen groups and think tanks seek to purchase good will, while many independent foundations fund specific programs. Given foundation objectives, the allocation of grants depends on recipient organization program activities, governance structure, and mode of operation. Interest organization entrepreneurs can manipulate these variables to create market niches. Stable niches may in turn limit the flexibility of incumbent organizations and the funding sources available for new organizations.

Women and power in sociology: SWS as an arena of change

This article explores the ways that the feminist organization Sociologists for Women in Society (SWS) has become an arena of change in the discipline of sociology, academic institutions, and larger society. We begin with an examination of feminist models of power and change, followed by a brief history of SWS and an exploration of the use of power in sociology, academia, and beyond. We find that SWS has influenced both the organizational governance structures of sociology (such as the American Sociological Association) and the production of sociological scholarship. As a result, the presence of women is more apparent than ever before, and sociological paradigms are more inclusive and attentive to the voices of “outsiders.” Academic institutions have been challenged and changed by an SWS presence and the monitoring of women's experiences in the academy. Beyond the discipline and academia, SWS strives to participate in the making of public policy that affects women's lives and to be a presence both domestically and internationally in issues affecting the status and well‐being of women. We conclude with the recommendation that sociologists use their experiences and knowledge to create change in the institutions where women practice and the world in which they live.

Outsourcing: A transaction cost theory approach

Summary: In this article, outsourcing is defined as the transfer of all or part of the existing information and communication systems (ICS) of a firm to a third party. The argument is based on the central model of transaction cost theory. Traditionally, this model concerns the make-or-buy choice. A firm that decides to outsource its ICS has already made a substantial investment in the system over several years. The article therefore develops an original analysis to help answer the following question: on what terms can a firm transfer ownership rights in highly specific hardware and software, and establish a long-term relationship with the service provider? Finally, the article proposes a generalization and an in- depth reflection on the organizational choices and governance structures to adopt when outsourcing.

Del gobierno indigena al Ayuntamiento constitucional en las Huastecas hidalguense y veracruzana, 1780-1853

This article examines the manner in which the Indian villages in the Huastecas of Hidalgo and Veracruz structured their governments during the transitional years of 1780 to 1853. It describes possible continuities and modifications of the organizational structure of Indian government, as well as measures adopted by the villages during the formation of ayuntamientos in 1812 and the first forty years of independence.

Restructuring Government Organization in China and Transforming Government Functions for an Efficient and More Productive Bureaucratic Performance

A sustained, steady economic development and a stable, prosperous society cannot come about by focusing only on the formulation of concrete social and economic policies. Increased attention and priority should be given to the reform of the state apparatus itself, especially of the policymaking and implementation process. Administrative structural reform, particularly China's practice of adjusting organizational structure and transforming government functions and management processes, is an example of the efforts to explore strategies and approaches for the conduct of administrative restructuring and enhancing bureaucratic performance in developing countries. This article discusses three questions: first, the necessity of adjusting the government organizational structure and rationalizing the administrative policymaking mechanism, as well as some practices in China; second, transforming government management processes towards adapting to the changing social and economic environment in developing countries, e.g., describing what has been done by China in order to change direct and micro-management; and third, concentrating on improving efficiency and productivity.

Organization-Client Transactions and Organizational Governance Structures

Organization-Client Transactions and Organizational Governance Structures

ORGANIZATION-CLIENT TRANSACTIONS AND ORGANIZATIONAL GOVERNANCE STRUCTURES.

Transaction cost theory was applied to an examination of how the characteristics of transactions between organizations and their clients affect internal organizational governance structures. The st...

NEW YORK, Temporary State Commission to Study the Organizational Structure of the Government of the City of New York. Four Steps to Better Govern ment of New York City. Pp. 137. Al bany, New York, 1953. No price

NEW YORK, Temporary State Commission to Study the Organizational Structure of the Government of the City of New York. Four Steps to Better Govern ment of New York City. Pp. 137. Al bany, New York, 1953. No price