Statutory Corporations Research Articles

Performance management systems of statutory corporations in Hong Kong: the experience of the Hong Kong Trade Development Council and Hong Kong Arts Development Council

Performance management systems of statutory corporations in Hong Kong: the experience of the Hong Kong Trade Development Council and Hong Kong Arts Development Council

Virtual Corporate Meetings in Nigeria A Fall Out of the COVID 19 Pandemic

Meetings are integral to the operations of statutory corporations and incorporated companies. However, based on the current pandemic, restrictions were placed on public gatherings which meant that corporations in Nigeria (which hitherto mostly had physical meetings), could not conveniently meet at physical venues. While it was a norm for groups to hold their meetings electronically, it is questionable if corporations in Nigeria could properly hold virtual General Meetings. This article seeks to consider the regularity or otherwise of Virtual General Meetings with regards to incorporated entities under the Corporate Affairs commission.

Internal audit quality, punitive measures and accountability in Ugandan statutory corporations

PurposeThis study aims to (1) examine the contribution of internal audit quality, punitive measures to accountability in statutory corporations in developing countries such as Uganda and (2) test whether internal audit quality mediates the relationship between punitive measures and accountability in Uganda's statutory corporations.Design/methodology/approachThis study is cross-sectional and correlational. Data were collected through a questionnaire survey conducted for 82 statutory corporations. The study's unit of analysis was a statutory corporation. Chief Internal Auditors and Chief Finance Officers were the study's unit of inquiry. Data were analyzed through correlation coefficients and linear regression using Statistical Package for Social Sciences.FindingsThe results suggest that internal audit quality and punitive measures independently predict accountability. However, punitive measures do not predict accountability in the presence of internal audit quality. Results further indicate that internal audit quality mediates the relationship between punitive measures and accountability in Uganda's statutory corporations.Originality/valueThis study confirms internal audit quality (a preventive measure) as a significant predictor of accountability in statutory corporations relative to punitive measures. To achieve accountability, more emphasis thus needs to be put on preventive mechanisms than on punitive mechanisms. This study also enhances our understanding of the relationship between punitive measures, internal audit quality and accountability. In this study, we arrive at new evidence on the mediating role of internal audit quality in the relationship between punitive measures and accountability in Uganda's statutory corporations.

Further Development of a New Concept in Small Scale Forestry: “Forest-Management-Service-Contracts” in Bavaria

The forests in Bavaria cover about one third of its land area or 2.56 Mio hectares (ha) and the major part of this forest is held by private forest owners. Around 700 000 landlords manage approximately 1.4 Mio ha. In Bavaria, about 130 Forest Owner Associations (FOAs) play a key role in managing the small scale forests. In the last years, a new concept in small scale forest management arose, “Forest-Management-Service-Contract” (FMSC). The statutory corporations needed a proper management for their forests accordingly the German forest laws and the FOA took the chance to adopt a new business concept. In Bavaria exist about 3000 forest-management-service-contracts, covering over 40.000 hectares. In a current project “Further development of the successful concept – Forest-Management-Service-Contracts – through economic analysis” will be elaborated a data base for the better understanding of the crucial to success factors of FMSC. The economic analysis of the FMSC will base on business process analysis related to the administration of FMSC, on economic operating figures deviated from a single contract analysis and performance data. This information base aims to optimize the contracting process and to reduce the risks related to unknown hazards of the single FMSC.

CEO Leadership Competency Profiling in Statutory Government Corporations in Sub-Saharan Africa: A Case in Uganda

CEO Leadership Competency Profiling in Statutory Government Corporations in Sub-Saharan Africa: A Case in Uganda

공적기능의 사적집행과 책임성 : 환경부산하 특수법인 협회를 중심으로

정부의 영역이 지속적으로 확대됨에 따라 민간부문이 국가의 업무를 위탁받아 수행하는 소위 제3섹터로 분류되는 현대공공부문의 역할과 범위가 크게 넓어지고 있다. 이러한 준정부적 성격을 띠고 있는 민간조직은 공적기능을 수행하고 있기 때문에 수행하고 있는 공적업무에 대한 책임성이 엄격하게 요구되어야 할 것이나 실상은 자신들에게 업무를 위탁한 정부부처에 대한 책임에만 초점을 맞추는 관행이 계속되고 있다. 그러나 공적기능을 담당하는 조직의 책임성은 계층적 책임성이나 법률적 책임성뿐만 아니라 전문가적 책임성, 정치적 책임성까지 포괄하여 고려되어야 한다. 따라서 정부기능을 위탁받아 수행하는 민간조직들도 이러한 포괄적인 의미의 책임성을 준수해야 할 것이다. 이에 본 논문에서는 환경부산하 특수법인 협회의 기능과 역할을 책임성의 다양한 측면에서 검토하고 정부가 제안한 ‘행정사무의 민간위탁에 관한 법률(안)’이 수탁기관인 특수법인 협회의 책임성을 균형 있게 제고하기 위해 보완하여야 할 사항들을 제시하고자 한다.

Internal audit function, audit committee effectiveness and accountability in the Ugandan statutory corporations

PurposeThe purpose of this study is to investigate the contribution of internal audit function and audit committee effectiveness on accountability in statutory corporations (SCs).Design/methodology/approachThis study is cross sectional and correlational. Data have been collected through a questionnaire survey of 52 SCs in Uganda through their Chief Internal Auditors and Chief Finance Officers. Data have been analysed using Statistical Package for Social Sciences.FindingsThe internal audit function significantly contributes to accountability of SCs in Uganda and audit committee effectiveness is not where effective internal audit is present in such organisations. However, audit committee effectiveness significantly contributes to accountability when an internal audit function is not present.Research limitations/implicationsThe use of hierarchical regression is prone to problems associated with sampling error. However, the likelihood of these problems is mitigated by the interface with data.Originality/valueWhereas hitherto both internal audit function and audit committee effectiveness had been viewed as explanations of accountability, this study only confirms the internal audit function as a significant predictor of SCs’ accountability relative to audit committee effectiveness.

Corporate governance, internal audit function and accountability in statutory corporations

The purpose of this study was to establish the contribution of corporate governance and internal audit function on accountability in statutory corporations. This study is cross sectional and correl...

Role of Lokadalaths in Indian Judiciary as a Dispute Resolution Mechanism In Order To Achieve Social Justice-A Study

In a country which is geographically large and overpopulated with a system of plurality of laws, low literacy levels and abject poverty, anything good or bad can happen and mostly does happen in one corner or the other of the country. Society is filled with tensions and these tensions give rise to disputes and these disputes have to be resolved expeditiously before they assume ugly proportions. In a society governed by the Rule of Law, it is essential that its members respect and obey the laws. This can be possible only when the victim of the infraction of the law receives the protection of the law for otherwise it is but natural that the victim will try to evolve his own methodology of protection which may include resorting to violence. No just government can expect adherence ti its laws from those to whom it cannot extend the law’s protection. Therefore, when members of a civilized society shun uncivilized modes for dispute resolution and agree to have their disputes resolved in an orderly manner through a mechanism offered by the State, there is an implied understanding that the mechanism will be not only independent and impartial but will also be in a position to resolve the dispute within a reasonable time. The judiciary of our country has been assigned the role of final arbiter and therefore, it is charged with the duty to resolve the disputes brought before it with dispatch and extend protection of the laws to law-abiding citizens. To realize the constitutional objective, laws introducing large scale reforms had to be enacted from time to time which were challenged by the vested groups as ultra virus the fundamental rights enshrined in Part III of the Constitution. Besides, the State extended its activities to the industrial and commercial fields through statutory corporations and public-sector undertakings. With the expansion of the state’s activities in the field of trade and commerce, a good number of disputes arose between citizens and Government which were carried to courts for adjudication. All these factors generated a flood of litigation, natural commitment of development, which the courts were neither ready nor equipped to tackle. A look at the statistical data of the last twenty five years unfolds the enormity of the problem. The only way in which easy access to justice can be provided to them is by developing an alternative which would carry justice to their door steps. This has been possible through Lok-adalaths and Para Legal and Legal Literacy Camps which offer an informal system for on the spot resolution of disputes, prevent disruption of local unity and secure social justice which is in tune with the life style and culture of village-folk. Justice rendered at such lok-adalaths in the presence and hearing of others from the locality or village is more satisfying and nearer to the truth. With the heavy case-load in the traditional courts and time consuming process through which litigation must pass, looking for alternative modes for disposal of cases is compelling necessary. The purpose of this present article is to share the experience, identify the drawbacks or short comings of the present lok-adalath system with a view to making it more and more people-oriented.

It Takes Three to Quango: On the Rule-Making Powers of Independent Administrative Agencies ('Quangos')

This short paper, written as part of the Israeli report to the 17th International Congress of the International Academy of Comparative Law, to be held 16-22 July 2006, Utrecht, The Netherlands is part of a larger work-in-progress concerning comparative administrative law. In this paper I introduce the British concept of a quasi-autonomous nongovernmental institution (Quango) and raise my concern as to whether this form of Non-Departmental (or governmental) Public Body (NDPB, as it is sometimes called) should have been used as a benchmark for the conference reports; then I make a brief presentation of government and non-government actors subject to public law in Israel. These entities fall under four essential categories: (1) Government ministries, where the bulk of Israeli bureaucracy is still concentrated; (2) Government companies: business corporations, essentially operating in the private domain, yet owned or controlled by the government and potentially subject to public law; (3) Statutory corporations created by an organic statute, and under the direct control of a single government branch; these are probably the entities most similar to Quangos in Israeli law; (4) Private entities performing some form of public function, to a degree that, under the jurisprudence developed by the Israeli Supreme Court, they are subjected to public law standards and judicial-administrative review to some degree.

Statutory Authorities Dancing with Enterprise: WA Inc., the Western Australian Tourism Commission and the ‘Global Dance Affair’

Since the late 1970s, statutory corporations have become very familiar and significant features of Australia’s tourism political economy. Through a case study of the ‘Global Dance Affair’ in Western Australia (WA), this paper critically examines several dimensions of the functions, structures and operations of the Western Australian Tourism Commission (WATC). Particular attention is directed to the relationships between business and government, the confusion surrounding precisely who is responsible for the actions and performance of tourism statutory corporations, and the wider socio-political settings within which statutory corporations operate. Using a range of sources including texts, government documents, parliamentary debates and the media, we find that the lobal Dance ‘Affair’ involved a complex web of networks and alliances, including a statutory corporation (the WATC and its Eventscorp arm), the Premier and other Ministers, bureaucrats and private sector individuals and agencies. Numerous problems are revealed, including: public servants’ confusion as to what did and did not amount to ministerial direction; the number and nature of portfolios held by a single minister, in this case the Premier; inadequate evaluation of event-based proposals presented to the WATC; WATC commissioners lacking a background or qualifications in tourism; and misuse of public monies. The WATC has reflected broader WA State government ideology and has been a very important conduit for business interests to influence government policy and action, but the case study raises serious questions concerning its governance and accountability.

Interpreting Ministerial Directions to Statutory Corporations: What Does a Theory of Responsible Government Deliver?

Interpreting Ministerial Directions to Statutory Corporations: What Does a Theory of Responsible Government Deliver?

Interpreting Ministerial Directions to Statutory Corporations: What Does a Theory of Responsible Government Deliver?

Interpreting Ministerial Directions to Statutory Corporations: What Does a Theory of Responsible Government Deliver?

Establishing Statutory Corporations: Mere Scissors and Paste?

Establishing Statutory Corporations: Mere Scissors and Paste? Get access DENNIS MORRIS DENNIS MORRIS Search for other works by this author on: Oxford Academic Google Scholar Statute Law Review, Volume 19, Issue 1, 1998, Pages 41–62, https://doi.org/10.1093/slr/19.1.41 Published: 01 April 1998

The Transformation of Employment Relations in New Zealand State-Owned Enterprises: The Assertion of Management Control

This paper examines the changes in employment relations which occurred in a number of government departments, government trading enterprises and statutory corporations as they were transformed into state-owned enterprises (SOEs) under New Zealand State-Owned Enterprises Act 1986. Under this important piece of legislation every SOE is expected to operate as a successful business which is as profitable and efficient as comparable businesses not owned by the state. Resulting changes in employment relations included the removal of centralized and bureaucratic public-sector controls, the assertion of management control in employment relations, the devolution of manage ment control, the reform of the workplace, the design of new performance appraisal and incentive mechanisms, and a focus on devices to change organ izational culture and employee commitment. As they emerge from their tran sitions, SOEs are beginning to develop a strategic human resource manage ment perspective.

Legal Capacities of Statutory Bodies in Relation to Financial Dealings : The Hammersmith Decision

All companies incorporated under the Companies Act (and corresponding State Companies Codes), by section 67, have the legal capacity of a natural person. Consequently, all companies can enter into swap agreements without fear of the agreements being challenged by outsiders on the ground that they are outside the relevant company’s power. The situation is different for statutory corporations, public authorities, local councils, and other public bodies which invariably do not have the legal capacity of a natural person. The powers of such public bodies are usually enumerated in their incorporating legislation. Often they will be given a power to raise money by borrowing, subject to conditions, together with either an express or implied incidental power. There is some doubt, in the absence of a specific power, whether a statutory body can enter into a swap agreement. A swap transaction is usually an agreement by two parties to pay each other on certain days amounts calculated by reference to interest which would have accrued over a given period on the same notional principal sum assuming different rates of interest are payable in each case. Swaps are often employed as a device of minimising exposure to adverse interest rate fluctuations payable on loans. Since a swap transaction is not a borrowing, a question arises, in the absence of specific power, as to whether swap transactions are incidental to borrowing. Recently in the English case of Hazellv. Hammersmith & Fulham London Borough Council & Ors1 the Queen’s Bench Court of Appeal, reviewing a decision of the Divisional Court, examined the scope of the powers of a local council in relation to the entering into of swap agreements.

A European view of management consulting

Management Consultants have become widely involved in every functional activity across all aspects of organizational management. They are called on by companies, industry bodies, government departments, statutory corporations and nations to advise them on their problems. However, despite considerable growth in the size of the profession and the extent of their influence, little has been written about their activities in Europe. This article examines the development of the management consulting industry within Europe, and in particular the U.K., and examines its future prospects.

Changes in Transport Organisations within Southeast Asian Cities: Petty Producers to Statutory Corporations

A spate of studies of West European and North American cities have charted and interpreted the remarkable and rapid transformation of public transport since the early 19th century. The question arises as to whether the attempts to superimpose metropolitan culture via public transport structures in African, Asian, and Central and South American cities were as spectacular and speedy. Attention, in tackling this question, focuses upon the transfer of public transport technological — organisational structures to Southeast Asia since the 1860s. Rather than accept the transitional process of competition through oligopoly to state-monopoly as given, a test is made of whether the basic prerequisites of these phases can be sustained in a Southeast Asian context, from an analysis of core technologies and the structure, conduct, and performance of individual firms. Past corporate growth paths of urban public transport in Southeast Asia can then be mapped out and future directions suggested.

Bureaucratic Politics in Southern Africa

Most of what academicians know about comes from large-scale case studies that tell us why large organizations made big mistakes: why, for example, the American military was unable to take advantage of intelligence information warning of an attack on Pearl Harbor; why missiles were not withdrawn from Turkey in accordance with a presidential order; or even why individual members of a bureaucratic organization were denied official recognition for their achievements.' The details of these events, their frequency, and their general significance-how organizations negotiate with each other over turf, how individuals protect their perquisites, which games bureaucrats play successfully and which are filled with risk, and just when substantive issues have to give way to procedural concerns-are of less interest to students of administration than are their consequences. But these familiar consequences are probably exaggerated as general descriptions of how bureaucrats behave. Readers of case studies of bureaucratic politics may be forgiven for a tendency to apply Murphy's Law to all the work of large organizations, since they have no basis for appraising their importance in the context of other problems of government. This article takes the opposite tack, for the moment ignoring consequences in order to examine in detail the kinds of activities which managers perform when they engage in bureaucratic politics. It offers no judgment as to their costs in terms of national goals.2 The activities on which this analysis is based were recorded during the summer of 1984, when nine countries in Southern Africa (Angola, Botswana, Lesotho, Malawi, Mozambique, Swaziland, Tanzania, Zambia, and Zimbabwe) cooperated as a group known as the Southern Africa Development Coordinating Conference or SADCC in authorizing a large-scale study of management in order to identify training needs and other means of improving performance. The managers who collaborated in the research included members not only of the public and private sectors but also of intermediate hybrids such as parastatal organizations, public enterprises, or statutory corporations.3 As one means of appraising administrative performance in the region, the study team gathered reports of management events that displayed either effective or ineffective behavior on the part of these administrators. Each such incident, of which there were more than 1,800, was later coded to identify training needs and performance characteristics that might lead to improved management.4 One such characteristic was bureaucratic politics.5

VICTORIAN STATUTORY CORPORATIONS IN THE 1980s

Australian Journal of Public AdministrationVolume 43, Issue 2 p. 103-111 VICTORIAN STATUTORY CORPORATIONS IN THE 1980s Jean Holmes, Jean HolmesSearch for more papers by this author Jean Holmes, Jean HolmesSearch for more papers by this author First published: June 1984 https://doi.org/10.1111/j.1467-8500.1984.tb00999.xCitations: 3Read 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 Citing Literature Volume43, Issue2June 1984Pages 103-111 RelatedInformation