Board of directors within public organisations: a literature review

Hinna, Alessandro; Nito, Ernesto De; Mangia, Gianluigi

doi:10.1504/ijbge.2010.033343

Cited by 45 publications

(43 citation statements)

References 104 publications

(121 reference statements)

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“…Serious challenges and problems can be discerned in the corporate governance of ALBs (Bruton et al 2015;Grossi, Papenfuß, and Tremblay 2015). An important element of corporate governance is the composition and behaviour of the executive board (Hinna, De Nito, and Mangia 2010;Meyer, Höllerer, and Leixnering 2018;Van der Walt and Ingley 2003). Besides in empirical studies, this is stressed in codes for good corporate governance (Papenfuß et al 2018).…”

Section: Corporate Governancementioning

confidence: 99%

“…Besides in empirical studies, this is stressed in codes for good corporate governance (Papenfuß et al 2018). Executive boards are expected to have a positive effect on ALBs' performance (Cornforth 2012;Hinna, De Nito, and Mangia 2010). In case of joint ALBs, the strategic decision-making of the executive board can, however, be complicated by varying interests among the multiple stakeholders (Bruton et al 2015).…”

Section: Corporate Governancementioning

confidence: 99%

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Local governments and their arm’s length bodies

Genugten

Thiel

Voorn

2019

Local Government Studies

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In this paper, we discuss the state of the art on the creation of arm's length bodies (ALBs) by local governments. We make three main contributions. First, there are many different types of ALBs and each country has its own categories; an expert survey was held identifying three common types of body, to enable future comparative research. Second, we point out that the creation of ALBs has led to a number of new challenges for local governments, particularly regarding governing bodies at arm's length to ensure ALBs' good performance. A lack of capacity and information have to be countered, for example, by increased monitoringalso for democratic accountability purposes. Special attention is needed for the multiple principal problem that arises when local governments jointly create ALBs. Third, research into local ALBs is still in its early stages. We present a research agenda to develop knowledge on the topic.

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Section: Corporate Governancementioning

confidence: 99%

Section: Corporate Governancementioning

confidence: 99%

Local governments and their arm’s length bodies

Genugten

Thiel

Voorn

2019

Local Government Studies

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“…Here the question of moral hazard also arises. The Agent is susceptible to the pursuit of self-interest rather than the public interest (Hinna et al, 2010;Lane, 2005). The ability of the Principal to curb opportunistic behaviour depends on how much information it has about the performance of the Agent.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

The board's role in risk disclosure: an exploratory study of Italian listed state-owned enterprises

Allini¹,

Rossi²,

Hussainey

2015

Public Money & Management

139

178

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The determinants of risk disclosure in the annual reports of listed state-owned enterprises (SOEs) have yet to be fully explored. This paper examines the potential impact of the composition of the boards of directors and other company-specific features on risk disclosure levels. The presence of women on a board made a significant difference to risk disclosure, as did the age of board members. Board directors having an accounting or finance/business qualification affected risk disclosure negatively; company size and an internet visibility were positively related to risk disclosure. Although an Italian study, the lessons here will have application to academia and to practitioners, policy-makers and standard-setters worldwide

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“…The literature grounded in the public sector presents few studies examining behavioral issues (Hinna, et al, 2010). Scholars in this field have investigated aspects related to governance and expectations concerning boards' tasks in public administrations, using evidence related to strategic tasks (Jørgensen, 1999;Sullivan et al, 2006), control tasks (Hood et al, 2000;Sanderson, 2002;Smith and Beazley, 2000), or networking tasks (Klijn & Skelcher, 2007;Lowndes & Wilson, 2003).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Human Resource Training to Enhance Intellectual Capital in the Public Sector: A proposal of a Training Evaluation Model

Iannone¹

2019

IJBA

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The evaluation of Human Resources (HR) training, particularly in Public Administration (PA), has been the focus of studies and in-depth analysis for several decades. This paper proposes an additional model of evaluating HR training in Public Administration. The improvement of performances in PA is indeed an HR issue. Therefore, it is necessary to plan and invest in HR training, as a key component of empowering the employees’ knowledge, skills and abilities, with the intention of enhancing the intellectual capital of the organization, adding value to the PA. Another contributing point of this research is the assessment of training HR on intangible aspects, such as the reputation of the PA. Lastly, it is essential to build and to adopt an optimal process of evaluation of HR training to measure the return on investments in terms of tangible and intangible assets.

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Board of directors within public organisations: a literature review

Cited by 45 publications

References 104 publications

Local governments and their arm’s length bodies

Local governments and their arm’s length bodies

The board's role in risk disclosure: an exploratory study of Italian listed state-owned enterprises

Human Resource Training to Enhance Intellectual Capital in the Public Sector: A proposal of a Training Evaluation Model

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