How knowledge attributes influence alliance governance choices

2002 ◽  
Vol 8 (1) ◽  
pp. 11-27 ◽  
Author(s):  
Farok J Contractor ◽  
Wonchan Ra
Keyword(s):  
Governance Choices ◽  
Alliance Governance

Alliance governance

2016 ◽  
Vol 37 (13) ◽  
pp. E37-E44 ◽  
Author(s):  
Jeffrey J. Reuer ◽  
Africa Ariño ◽  
Laura Poppo ◽  
Todd Zenger
Keyword(s):  
Alliance Governance

scholarly journals The Impact of Software Testing Governance Choices

2014 ◽  
Vol 26 (1) ◽  
pp. 66-85
Author(s):  
Xihui Zhang ◽  
Colin G. Onita ◽  
Jasbir S. Dhaliwal
Keyword(s):  
Software Development ◽  
Software Testing ◽  
Governance Mechanisms ◽  
Individual Outcomes ◽  
Business Applications ◽  
It Managers ◽  
Dependent Variables ◽  
Organizational Integration ◽  
Governance Choices ◽  
The Impact

Software testing is becoming a critical component of software development, especially because of the proliferation of complex, interconnected, and real-time business applications. As a result, information technology (IT) managers are struggling with pragmatic governance mechanisms for integrating testing with development. Governance issues pertaining to how software testing is organized at strategic, tactical, and operational levels, however, have not received adequate attention in the literature. This study explores the impact of three specific governance mechanisms, including the existence of a distinct corporate testing unit, developers and testers reporting to different executives, and the existence of one-to-one matching between developers and testers, on the organizational integration of testing with development. A national survey of 196 software development and testing professionals was undertaken to investigate the impact of these governance variables on a set of dependent variables comprising organizational, group, and individual outcomes. The results indicate that these governance mechanisms have significant impacts and need to be considered for successful integration of development and testing.

scholarly journals EXPLORING THE LESSONS OF THE KIMBERLEY PROCESS FOR CLIMATE CHANGE ACTION

2021 ◽  
Vol 1 (2) ◽  
pp. 48-79
Author(s):  
Martin-Joe Ezeudu
Keyword(s):  
Climate Change ◽  
Academic Discourse ◽  
Political Authority ◽  
Leadership Role ◽  
The Political ◽  
Kimberley Process ◽  
State Actors ◽  
Enforcement Mechanisms ◽  
Governance Choices ◽  
Alternative Regime

There has been a great deal of academic discourse about policy and governance choices embedded in the UNFCCC-based regimes for Climate Change action, and they point to the inefficiency and ineffectiveness of such regimes, which is often attributed to the fact that they hinge on the political authority of State actors and lack meaningful enforcement mechanisms. Against this backdrop, this paper argues that an alternative regime may be needed; and that for an effective regulatory framework for Climate Change action to emerge there needs to be a regulatory imperativeness similar to that upon which the Kimberley Process was created, where Non-State Actors play a leadership role. It also argues that in addition to regulatory imperativeness, the making and enforcement of the Kimberley Process provides helpful lessons towards crafting a more effective Climate Change remedial regime.

Blame Avoidance, Crisis Exploitation, and COVID-19 Governance Response in Israel

2021 ◽  
Vol 36 (3) ◽  
pp. 84-105
Keyword(s):  
Analytical Framework ◽  
The Public ◽  
Policy Alternatives ◽  
Israeli Government ◽  
Blame Avoidance ◽  
Elite Interviews ◽  
Governance Choices ◽  
Governance Arrangements ◽  
Policy Underreaction ◽  
Public Health Outcome

Surprisingly, although the Israeli government adopted unregulated, unorganized, inefficient, uncoordinated, and uninformed governance arrangements during the first wave of COVID-19, the public health outcome was successful, a paradox that this theoretically informed article seeks to explain. Drawing on insights from blame avoidance literature, it develops and applies an analytical framework that focuses on how allegations of policy underreaction in times of crisis pose a threat to elected executives’ reputations and how these politicians can derive opportunities for crisis exploitation from governance choices, especially at politically sensitive junctures. Based on a historical-institutional analysis combined with elite interviews, it finds that the implementation of one of the most aggressive policy alternatives on the policy menu at the beginning of the COVID-19 crisis (i.e., a shutdown of society and the economy), and the subsequent consistent adoption of the aforementioned governance arrangements constituted a politically well-calibrated and effective short-term strategy for Prime Minister Netanyahu.

Governance and control

2019 ◽  
pp. 229-256
Author(s):  
John Child ◽  
David Faulkner ◽  
Stephen Tallman ◽  
Linda Hsieh
Keyword(s):  
Financial Resource ◽  
International Joint Ventures ◽  
Coordination Mechanisms ◽  
Market Risks ◽  
International Joint ◽  
Governance Challenges ◽  
Different Dimensions ◽  
And Control ◽  
Alliance Governance

Chapter 11 considers the governance and control of alliances. It begins with the aims of alliance governance. It continues by considering the key issue of partner control, including formal and informal ways of exercising control. It discusses different dimensions of control that apply to alliances. These are the extent of control exercised by partners over their alliance, the activities and decisions which they control (focus), the mechanisms by which control is exercised, and the foundations for control. The chapter then discusses different combinations of control and coordination mechanisms which are appropriate for coping with the alliance governance challenges arising from financial, resource, and market risks as well as from the requirement to overcome potential conflicts and to ensure the necessary level of internal coordination. While the chapter focuses on governance in international joint ventures, it also discusses the governance of collaborations and of global value chains.

To affiliate, or not to affiliate. Transaction costs and governance choices in luxury hotels in Germany

2019 ◽  
Vol 20 (3) ◽  
pp. 272-287
Author(s):  
Matteo Pedrini ◽  
Chiara De Bernardi
Keyword(s):  
Regression Analysis ◽  
Transaction Costs ◽  
Transaction Cost ◽  
Transaction Cost Theory ◽  
Luxury Hotels ◽  
Entry Strategies ◽  
Property Owners ◽  
Luxury Hotel ◽  
Governance Choices ◽  
Hotel Chain

This paper examines the choice of affiliation or no affiliation to a large hotel chain from the viewpoint of luxury hotel property owners in Germany. Grounded in transaction cost theory, this study identifies how uncertainty and frequency influence the owners’ choice of unaffiliated operation and affiliation. The study augments the traditional governance literature in the field of the hotel by shedding light on the market/hierarchy decision of property owners rather than on the market entry strategies of international hotels firm. Through a multiple regression analysis on a sample of 122 existing five-star hotels in Germany, this study provides new empirical evidence that a frequent contract conclusion with the same hotel chain and a “hotel unrelated” background of the owner increases the likelihood of affiliation. In contrast to what transaction cost theory traditionally predicts, our results reveal that uncertainty is not influencing the owners’ market/hierarchy decision.

scholarly journals Accountability for Governance Choices in Artificial Intelligence: Afterword to Eyal Benvenisti’s Foreword

2018 ◽  
Vol 29 (4) ◽  
pp. 1079-1085 ◽  
Author(s):  
Lorna McGregor
Keyword(s):  
Artificial Intelligence ◽  
Human Rights ◽  
Global Governance ◽  
Emerging Technologies ◽  
National Level ◽  
Critical Part ◽  
Growing Body ◽  
Explicit Recognition ◽  
Governance Choices

Abstract A growing body of literature examines how to make the use of new and emerging technologies more transparent and explainable as a means to ensure accountability for harm to human rights. While a critical part of accountability, a predominant focus on the technology can result in the design and adaptation of accountability principles to ‘manage’ the technology instead of starting from an assessment of the governance choices actors make when integrating new and emerging technologies into their mandates. Recognition of the governance choices underpinning the introduction of new and emerging technologies is often overlooked in scholarship and practice. Yet, without explicit recognition of the role played by technology in governance, the disruptive effects of technology on (global) governance may be underplayed or even ignored. In this response, I argue that if the ‘culture of accountability’ is to adapt to the challenges posed by new and emerging technologies, the focus cannot only be technology-led. It must also be interrogative of the governance choices that are made within organizations, particularly those vested with public functions at the international and national level.

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