Shared Governance Research Articles

Qualifications of Executive Nurses for Service on Hospital Boards.

The purpose of this qualitative survey was to document executive nurse leaders' perception of their own leadership qualities in the context of the American Hospital Association (AHA) recommended membership requirements for executive hospital board appointment. Hospital boards of trustees are increasingly responsible for the quality of care and its impact on financial performance. High-performing boards are focused on the accountability of chief executive officer for quality metrics. Nurse leaders have valuable insight into key shared governance issues such as quality of care, financial performance, legal requirements, and regulatory oversight. Fifty senior-level nurse executive members polled from the American Organization of Nurse Leaders, the Texas Organization of Nurse Leaders, and the Texas Nurse Practitioners Association completed an online quantitative survey using The Center for Healthcare Governance (CHG) Assessment Tool© of the AHA, which details a list of skills, experience, and personal qualities for executive hospital board placement. Respondents ranked their individual knowledge and skills on a 4-point Likert scale. Participant responses indicated that senior-level nurse executives have significant expertise in the key areas of quality, patient safety and performance, healthcare administration and policy, and business management. Areas ranking lower are those associated with organizational specialties: legal, construction project management, and finance. This information can be used to educate executive hospital boards regarding the qualifications of nurse leaders members. Nursing leaders, professional organizations, and academia can use this information to assess the skills of senior nursing leaders as it relates to potential board appointments.

Reducing Nurse Practitioner Turnover in Home Based Primary Care: A Department of Veterans Affairs Quality Improvement Project.

Access to healthcare is challenging for both Veterans and the nation's general population. To keep up with national primary healthcare needs, the Department of Veteran Affairs (VA) implemented Home Based Primary Care (HBPC). After a structure remodel at a Texas VA medical center, 40% of nurse practitioners (NPs) left the HBPC department in one year. The Anticipated Turnover Scale and the Misener NP Job Satisfaction Scale were administered online (n = 7), and results were used to complete a program evaluation. Forty-three percent of participants indicated intent to leave, and 56% of answers indicated job dissatisfaction. Seven categories were identified to mitigate voluntary turnover: Recognition; Shared governance; Orientation; Full practice authority; Collaboration; Organizational workflow maps; and Mentoring. Implementation of recommendations resulting from this project may help retain NPs in both VA and non-VA organizations, reduce organizational costs, support optimal patient outcomes, and increase access to healthcare.

Share Government Relations Efforts With the Media

The Membership Management ReportVolume 17, Issue 12 p. 8-8 Advocacy Programs Share Government Relations Efforts With the Media First published: 01 November 2021 https://doi.org/10.1002/mmr.31822Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article. Volume17, Issue12December 2021Pages 8-8 RelatedInformation

Teamwork makes the net-work: participant-governed networks and athletics sustainability collaboration

PurposeAthletic departments play an important role in sustainability-based collaborative processes due to their boundary spanning connections with both internal and external university stakeholders. As a result, athletic department representatives have become prominent members of university participant-governed network structures. The purpose of this study is to examine the role of dedicated “athletics green teams” as a unique form of control and coordination by considering how green team interactions support and augment the collaborative network of actors who are responsible for executing athletics sustainability practices on university campuses.Design/methodology/approachA sociocentric analysis is used to explore the network of a green team at a large American university. The analysis focuses on examining the size, composition and structure of relations involving green team members that facilitated various forms of information transmission and strategic action(s).FindingsThe results highlight how the presence of the athletic department in the green team provides heterophilous and multiplex relations across the collaborative network and how the green team itself provides a unique forum for planning and coordination, which is critical for providing more sophisticated, advanced structures for sustainability.Practical implicationsThe findings of this study should reassure practitioners involved in convening green teams that such shared governance structures add value to athletics sustainability collaborative processes. In addition, subtle changes to the network governance structures has the potential to streamline the contribution of athletic departments to university sustainability initiatives and help project a more cohesive “Athletics” sustainability message that transmits across the collaborative network.Originality/valueThe outcomes of dedicated athletics green teams have been explored from a largely qualitative perspective. However, this study applies a novel relational approach to understand the shared governance value-added within a largely intra-organizational collaborative network.

Analysis of Environmental Governance Expense Prediction Reform With the Background of Artificial Intelligence

In this paper, Artificial Intelligence assisted rule-based confidence metric (AI-CRBM) framework has been introduced for analyzing environmental governance expense prediction reform. A metric method is to assess a level of collective environmental governance representing general, government, and corporate aspects. The equilibrium approach is used to calculate improvements in the source of environmental management based on cost, and it is tailored to test the public sector-corporation for environmental shared governance. The overall concept of cost prediction or estimation of environmental governance is achieved by the rule-based confidence method. The framework compares the expected cost to the environment of governance to determine the efficiency of the cost prediction process.

Use of a Peanut Ball During Induction of Labor and a Shared Governance Model to Improve Staff Engagement and Patient Outcomes

The purpose of this project was to implement a new labor-positioning device, a peanut ball, through a quality improvement plan, by using the special delivery unit’s nursing shared governance model. The plan was designed to improve staff use of the peanut ball with patients during labor and to positively affect outcomes of those patients who qualified for vaginal birth.

Identifying effective retention strategies for front-line nurses.

Nurse retention is a significant issue worldwide, with many nurses planning to leave the profession. Therefore, it is crucial that healthcare organisations and senior leaders identify effective strategies for retaining their employees, who are their most valuable assets. To explore strategies to reduce the voluntary turnover of front-line nurses from the perspective of senior healthcare leaders. This study used a case study design and a qualitative approach. Semi-structured interviews were conducted with six senior leaders in one US hospital and documents from the organisation's website were reviewed to gain information on the retention strategies used. Three themes were identified from the data: job satisfaction, financial compensation and effective communication. Retention strategies used by the senior leaders included a points competition to support recognition of nurses' work, a stoplight strategy and reports, sign-on bonuses, preceptor incentives, tuition reimbursements, staff shout-out boards and stay interviews. Effective communication, respect, competitive financial compensation, benefits and proper recognition are among the main strategies that senior leaders can use to retain nurses. Shared governance is also important in empowering nurses and subsequently improving retention.

The Relationship Between Transformational Leadership Practices of First-Line Nurse Managers and Nurses' Organizational Resilience and Job Involvement: A Structural Equation Model.

Nurse leaders play a unique role in seeking ways to promote a strong nurse workforce and positive work attitudes and behaviors among nurses to assist in their success. The leadership practice of nurse managers could be an important factor in promoting nurses' organizational resilience and job involvement. To determine the relationship between transformational leadership practices of first-line nurse managers and nurses' organizational resilience and job involvement. A descriptive correlational research design was conducted at a Saudi university hospital. The study consisted of 60 nurse managers and 211 nurses. Measures included Leadership Practices Inventory, organizational resilience, and job involvement questionnaires. Results were analyzed using inferential statistics and Structural Equation Modeling. In addition to the positive significant correlation found among the studied variables, First-Line Nurse Managers' Leadership practices accounted for 43% and 40% of the variance of nurses' organizational resilience and job involvement. Nurse leaders perform a crucial role in embracing and executing effective strategies through their transformational leadership and managerial caring to support nurses' resilience and job involvement. Shared governance and a respectful working atmosphere that conveys gratitude to nurses are popular strategies that enhance the efficacy of nursing leadership and promote positive work attitudes among nurses.

Shared governance transformation.

Kaija Lockhart is the nursing excellence coordinator at Logan Health Medical Center in Kalispell, Mont. The author has disclosed no financial relationships related to this article.

Holistic review of BSN to DNP applicants: A step-by-step approach to implementation.

Now, more than ever, enhancement of diversity and inclusion is significant to the nursing profession. One way that nursing institutions can enrich diversity in the workforce is through enrollment of students from diverse backgrounds. The overarching goal of this innovative admissions revision project was to implement and assess the process of holistic admissions in a BSN to DNP family nurse practitioner track. Using a step-by-step approach, the authors in this paper present five key steps to implementing a holistic review of doctoral nursing applicants. These five steps are: (1) assessing fit of admissions criteria, (2) utilizing shared governance, (3) measuring admissions criteria, (4) analyzing reliability, and (5) evaluating revision outcomes. The step-by-step approach to holistic admissions discussed in this paper was feasible and cost effective. The scoring tool developed for applicant videos demonstrated very good to excellent reliability among raters in two different scoring scenarios. Diversity enhancement among enrolled students was noted in gender, race, and ethnicity after a holistic review was implemented. Findings from this innovative admissions revision have implications for nursing education, advanced nursing practice, organizational policy, workforce diversity, and student/patient outcomes.

Celebrities and GreenSphere tourism

AbstractThe attraction of world celebrities is a dimension of economic and social dynamism that is increasingly valued by those responsible for public policy. The fascination of the presence of these celebrities leads to the dynamization of a multiplicity of activities and behaviours developed by their followers, considered to be beneficial for local and regional economies. In these terms, those responsible for public policy seek to trigger mechanisms to attract these celebrities, which in this article we will call pop star, to their territories. However, we want to suggest that the mechanisms associated with public policy must go beyond simple mobilization for the tourist destination. This article seeks to relate the presence of Madonna in Lisbon with the economic and social dynamism associated with the ‘celebrity endorsement’ and relate the effectiveness of the ‘celebrity channel’ to regional innovation policy. We found that the celebrity has an effective power to condition the presence and activities of fans, and we suggest that it can be exploited by regional innovation policy, namely integrating that influence in ‘shared governance’ territorial innovation models (‘share governance’_TIM).

Co-creation Pathways to Inform Shared Governance of Urban Living Labs in Practice: Lessons From Three European Projects

Over recent decades Urban Living Labs (ULLs) have become a common space for co-creation processes' experimentation, whereby new approaches for sustainable urban development are highly connected to support evidence-based policy generation. Europe seems a particular 'hotspot' for this approach whenever it comes to public policy and specifically planning for urban transition. Systemic changes related to urban governance and different public participatory mechanisms, as in the case of ULLs, demand a growing interest from the stakeholders and deliberation in decision-making mechanisms. In this research paper, we analyze co-creation pathways and different shared governance mechanisms in three ongoing European projects: CLEVER Cities, Sharing Cities, and SUNEX projects from a practice perspective. This comparative study investigates stakeholder engagement (1) scales, (2) mechanisms, (3) methodologies of engagement, and finally the co-creation pathway challenges and pitfalls. From the analyzed ULLs' experiences, we identified key principles that suggest relevant clues to enable the consolidation of a forthcoming ULL 2.0 model and related innovation pathways for co-creating urban planning policies. We lastly reflect on the enablers and catalysts of co-creation processes to inform shared urban governance as major takeaways from our research.

Enhanced Shared Governance Improves the Collaborative Management of Protected Areas in Zimbabwe

A majority of protected areas are not being managed effectively enough to ensure the perpetuity of biological resources they contain due to impediments such as poor governance. This study focused on the experiences in the shared governance of people involved in partnership-managed protected areas and also on developing critical success factors in implementing such partnerships. The interpretivism approach was appropriate for this qualitative, inductive, descriptive, and exploratory three-case study that used in-depth interviews and open-ended quester-views with a purposive sample to generate data. In the early stages of the projects, the protected area shared governance was not stable and was characterized by many pitfalls because the concept of partnerships was new in Zimbabwe. It is important to develop guiding frameworks and build capacity that eliminates governance vacuum, ambiguity, deficiencies, overcrowding, redundancies, bureaucracy, and politics from the early stages of the partnerships. Community participation is crucial in the management and long-term sustainability of protected areas in developing countries. Further, governance reforms for the protected areas needed to recognize traditional and cultural sites in the project areas and develop governance types of the sacred sites formally attributed to the local ethnic indigenous people nested within project shared governance. Some critical success factors of well-shared governance of protected areas are in the text. However, all the principles of good governance may not be usable in one case study

A descriptive study of factors that facilitate nurses' participation in shared governance and attendance at unit meetings.

To identify factors that facilitate participation in shared governance and attendance at unit meetings. Shared governance and unit meetings are crucial for education and communication. Current literature explores barriers to participation and attendance; however, removal of barriers may be insufficient to bring about behaviour change in nurses. Secondary analysis of data from 511 clinical nurses, who worked at one of nine facilities within one large health care system in the Midwest United States, was used to address our aim. Shared governance participants and unit meeting attendees were most satisfied with nursing as a career and more likely to be optimistic that nurses could change things, than non-participants and non-attendees, and this difference was statistically significant (p<.05). The organizational variable most associated with participation and attendance dealt with paid time-off to attend meetings. Personal reasons for participation and attendance were the opportunity to express opinions and to hear opinions of others. Organizations should encourage nurses to express their opinions and ensure that nurses are paid for the time spent participating in meetings. While some variables cannot be controlled by organizations, nursing leadership can provide opportunities for nurses to become more active and participate in decision-making.

Effect of Shared Governance on Nurse-Sensitive Indicator and Satisfaction Outcomes by Magnet® Recognition Status.

Researchers examined associations between Index for Professional Nursing Governance (IPNG) types and outcomes. Effects of professional nursing governance on nurse-related outcomes by Magnet® status are not well studied. Associations were evaluated between average IPNG scores from 2170 RNs, and nurse-sensitive indicators (NSIs) as well as patient and RN satisfaction outcomes (N = 205 study units; 20 hospitals), following Magnet requirements. Magnet hospitals had significantly better IPNG shared governance scores than non-Magnet hospitals (Magnet, 106.7; non-Magnet, 101.3). For Magnet hospitals, units scoring as shared governance outperformed traditional governance for 9 of 19 outcomes (47.4%) (NSI, 2; patient satisfaction, 3; RN satisfaction, 4). Self-governance outperformed shared governance for 8 of 15 outcomes (53.3%) (NSI, 2; patient satisfaction, 6; RN satisfaction, 0). For non-Magnet hospitals, shared governance significantly outperformed traditional governance for 1 of 15 outcomes (6.7%) (patient satisfaction). Having shared or self-governance is a strategy that can be considered by nurse leaders to improve select nurse-related outcomes.

Nurse managers' perception of governance among Korean nurses.

This study aims to ascertain nurse managers' perception of nurses' governance and explore their perception of facilitating and hindering factors of shared governance. Shared governance has been introduced in nursing as a plan to improve nursing service quality. There is limited understanding about how governance is implemented. A mixed-methods design was used to elicit Korean nurse managers' views. Quantitative data revealed the level of nurses' governance perceived by nurse managers as shared governance. However, among the subdomains, 'control over personnel' and 'participation in committee structures' indicate traditional governance. Analysis of qualitative data identified the factors that facilitate or hinder the subdomains: 'stifled atmosphere', 'nurse manager's encouragement', 'lack of opportunity and perception of the given authority' and 'flexible organisational structure'. Findings from the study can be used to inform shared governance programmes for hospitals. Health care organisations, nurse managers and nurses must take action at each level to improve the current nurse governance situation. A flexible organisational culture with opinion windows for participation by nurses is important for shared governance. Supportive leadership of nurse managers and nurse-directed implementation could advance shared governance.

La gouvernance stratégique

Objective: This article aims to examine the modalities of strategic governance that can contribute to the positioning of local companies in the group of national champions. Method: To achieve this objective, an inductive approach based on a qualitative and analytical approach carried out on five world champions and four national champions is adopted. Results: The results of analyses of the centuries-old practices of these entities suggest that the adoption of strategic, democratic and shared governance is likely to strengthen the level of national and international competitiveness of Cameroonian companies as well as their level of value creation and strategic positioning. Originality / relevance: compared to previous work, this study has the advantage of proposing a governance model adapted to the competitive context and erasure of economic spaces.

Stakeholder Management Strategies: The Special Case of Universities

Universities must secure stakeholder support to ensure the successful implementation of most initiatives. However, given the shared governance structures and collegial cultures of many universities, what strategies do university leaders enact to obtain stakeholder support? Although several stakeholder management and organizational response models have been proposed, there is limited empirical research on the actual strategies university leaders use to secure stakeholder support. This study focuses mainly on university academics - a powerful, autonomous, and intelligent stakeholder group whose support for most higher education initiatives is essential. Guided by a theoretical stakeholder management model, this research examines the strategies university leaders employ to manage this salient and sometimes adversarial group with respect to a major organizational change initiative. The evidence shows that university leaders use strategies that centre mostly on themes of shared goals, consensus, partnerships and engagement, which align with the strategies proposed by the theoretical model. However, to manage non-supportive stakeholders peer influence is enacted rather than the defend strategy recommended by the theoretical model. As a result, this study contributes to stakeholder management theory and proposes a revised stakeholder management model that is particularly applicable to the higher education sector.

Fifty years of research on takeover target prediction: a historical perspective

PurposeThis paper aims to review prior studies and presents a synthesis of the takeover prediction literature spanning the period 1968–2018.Design/methodology/approachThe paper adopts a narrative review approach. It explores prior studies on takeover target prediction from a historical perspective, focusing on the evolution and development of the literature over the 50-year period.FindingsFrom a historical development perspective, prior studies in the area can be partitioned into four distinct eras. Studies in the first era (1968–1985) mainly established that takeover targets share common characteristics which can be captured with financial ratios. Studies in the second era (1986–2002) developed and extended formal target prediction hypotheses. These studies concluded that it was impossible to build a successful investment strategy around takeover target prediction. Studies in the third era (2003–2009) explored similar questions using alternative modelling techniques but arrive at similar results – targets can be predicted with limited accuracy and target prediction is unlikely to lead to abnormal returns. Studies in the fourth era (2010–2018) explore implications of M&A predictability on share valuation, governance and bond prices (amongst others), but most importantly, provide some evidence that takeover prediction can lead to abnormal returns when combined with appropriate screening strategies.Originality/valueThis presents the first in-depth review of the literature on takeover target prediction. It highlights the development of the literature over four distinct eras and identifies several limitations, research gaps and opportunities for future research. Given the recent decline in the literature (i.e. fourth era), this study may stimulate new research in the area.

Competition, cooperation, and adaptation: The organizational ecology of international organizations in global energy governance

AbstractIn policy domains characterised by complexity, international organizations (IOs) with overlapping mandates and governance functions regularly interact in ways that have important implications for global governance. Yet the dynamics of IO interactions remain understudied. This article breaks new ground by building on the theoretical insights of organizational ecology to examine IO competition, cooperation, and adaptation in the domain of energy. Drawing on original empirical data, I consider three related hypotheses: (1) competition between IOs in the same population is likely to centre on material resources; (2) IOs are more likely to cooperate when they have a shared governance goal; and (3) individual IOs can adapt by changing their goals and boundaries. In considering these hypotheses, this article highlights the limits of the organizational ecology approach and the need to broaden it to account for the possibility that IOs do cooperate, and that individual IOs, such as the International Energy Agency, have the capacity to adapt to changes in their environment.