The internal processes and behavioral dynamics of hospital boards

2009 ◽  
Vol 34 (1) ◽  
pp. 80-91 ◽  
Author(s):  
Nancy M. Kane ◽  
Jonathan R. Clark ◽  
Howard L. Rivenson
2018 ◽  
Vol 76 (2) ◽  
pp. 131-166 ◽  
Author(s):  
Cathleen O. Erwin ◽  
Amy Yarbrough Landry ◽  
Avery C. Livingston ◽  
Ashley Dias

This study reviews and synthesizes empirical research literature focusing on the relationship between boards of directors and organizational effectiveness of U.S. hospitals. The study examines literature published in scholarly journals during the period of 1991-2017. Fifty-one empirical articles were identified that met the study’s inclusion criteria. A framework from the corporate governance and nonprofit governance literature is used to classify the articles according to level of analysis (individual actors, governing bodies, organizations, and networks, alliances and multiorganizational initiatives) and focus of research (formal structure and behavioral dynamics—including informal structures and processes). Results are discussed, emerging trends are identified, and recommendations are made for future research.


2020 ◽  
Vol 10 (3) ◽  
pp. 859 ◽  
Author(s):  
Soon Ho Kim ◽  
Jong Won Kim ◽  
Hyun-Chae Chung ◽  
Gyoo-Jae Choi ◽  
MooYoung Choi

This study examines the human behavioral dynamics of pedestrians crossing a street with vehicular traffic. To this end, an experiment was constructed in which human participants cross a road between two moving vehicles in a virtual reality setting. A mathematical model is developed in which the position is given by a simple function. The model is used to extract information on each crossing by performing root-mean-square deviation (RMSD) minimization of the function from the data. By isolating the parameter adjusted to gap features, we find that the subjects primarily changed the timing of the acceleration to adjust to changing gap conditions, rather than walking speed or duration of acceleration. Moreover, this parameter was also adjusted to the vehicle speed and vehicle type, even when the gap size and timing were not changed. The model is found to provide a description of gap affordance via a simple inequality of the fitting parameters. In addition, the model turns out to predict a constant bearing angle with the crossing point, which is also observed in the data. We thus conclude that our model provides a mathematical tool useful for modeling crossing behaviors and probing existing models. It may also provide insight into the source of traffic accidents.


1996 ◽  
Vol 66 (3) ◽  
pp. 391-409 ◽  
Author(s):  
William L. Palya ◽  
Don Walter ◽  
Robert Kessel ◽  
Robert Lucke

BMJ ◽  
1967 ◽  
Vol 4 (5579) ◽  
pp. 616-617
Author(s):  
E. G. Collins
Keyword(s):  

2018 ◽  
Vol 48 (03) ◽  
pp. 595-613 ◽  
Author(s):  
ROSS MILLAR ◽  
TIM FREEMAN ◽  
RUSSELL MANNION ◽  
HUW T. O. DAVIES

AbstractNHS Foundation Trust (FT) hospitals in England have complex internal governance arrangements. They may be considered to exhibit meta-regulatory characteristics to the extent that governors are able to promote deliberative values and steer internal governance processes towards wider regulatory goals. Yet, while recent studies of NHS FT hospital governance have explored FT governors and examined FT hospital boards to consider executive oversight, there is currently no detailed investigation of interactions between these two groups. Drawing on observational and interview data from four case-study sites, we trace interactions between the actors involved; explore their understandings of events; and consider the extent to which the proposed benefits of meta-regulation were realised in practice. Findings show that while governors provided both a conscience and contribution to internal and external governance arrangements, the meta-regulatory role was largely symbolic and limited to compliance and legitimation of executive actions. Thus while the meta-regulatory ‘architecture’ for governor involvement may be considered effective, the soft intelligence gleaned and operationalised may be obscured by ‘hard’ performance metrics which dominate resource-allocation processes and priority-setting. Governors were involved in practices that symbolised deliberative involvement but resulted in further opportunities for legitimising executive decisions.


2018 ◽  
Vol 14 (1) ◽  
pp. 1-20 ◽  
Author(s):  
Charlie C. Chen ◽  
Steven Leon ◽  
Makoto Nakayama

The proliferation of free on-demand music streaming services (e.g., Spotify) is offsetting the traditional revenue sources (e.g., purchases of downloads or CDs) of the music industry. In order to increase revenue and sustain business, the music industry is directing its efforts toward increasing paid subscriptions by converting free listeners into paying subscribers. However, most companies are struggling with these attempts because they lack a clear understanding of the psychological and social purchase motivations of consumers. This study compares and contrasts the two different phases of Millennial generation consumer behaviors: the alluring phase and the hooking phase. A survey was conducted with 73 paying users and 163 non-paying users of on-demand music streaming services. The authors' data analysis shows two separate behavioral dynamics seen between these groups of users. While social influence and attitude are primary drivers for the non-paying users in the alluring phase, facilitating conditions and communication control capacity play critical roles for the paying users in the hooking phase. These results imply that the music industry should apply different approaches to prospective and current customers of music streaming services.


2000 ◽  
Vol 45 (5) ◽  
pp. 155-158 ◽  
Author(s):  
D. McTavish

Management of the health service in Scotland and England, has since its creation, shown both divergence and congruence. In the initial decades in Scotland the executive hospital boards (which contained strong medical professional membership) and central government had a clearer relationship than in England. The health service-civil service machinery in Scotland was without doubt more to the forefront with higher status in the Scottish ‘polity’ than was the case in England. The 1970s reforms also indicated difference: despite the pro managerialist tones of the Farquarson Lang report in Scotland, a managerial emphasis was more apparent in the English reforms. By the 1980s, the government's clear intention that their ‘radical’ agenda should apply in Scotland and England was implemented in many instances: aspects of the new managerialism were applied as vigorously in the case examined than anywhere in England: the attempt to draw clinicians into resource management (as advocated in the Griffiths report) appeared to have advanced further in Scotland until well into the 1990s. Yet in other aspects, Scotland diverged from parts of England in the implementation of the 1980's agenda most notably in the growth of private practice though the case indicated significant Scottish developments here too. The article concludes by speculating on some Scottish differences in the coming years.


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