Pharmaceutical promotions and conflict of interest in nurse practitioner's decision making: The undiscovered country

2005 ◽  
Vol 17 (6) ◽  
pp. 207-212 ◽  
Author(s):  
Nancy J. Crigger
2021 ◽  
pp. 265-282
Author(s):  
Geneviève Helleringer

This chapter looks at conflicts of interest (COI). It first considers tools of analytic philosophy to highlight the notion of COI, and in particular, the connection between COIs, choice and judgment, emphasising why decision making is a central element in the characterisation of COIs. Drawing on these elements, it is clear that any question of regulation and institutional design requires a sophisticated understanding of the capacity of individuals to recognise and resist bias in themselves and others when making judgments and decisions. The chapter then studies two specific mechanisms—bounded rationality and cognitive biases—that affect the behaviour of people in COI situations. It starts by analysing how rationalisation can reframe questionable behaviour as appearing acceptable, and how a sense of invulnerability encourages people to downplay the impact of COIs. The chapter then looks at techniques (policies, procedures, incentives, etc.) used to address COI situations in the light of insights from psychological studies. It concludes that both fiduciary duties and procedural requirements reflect an erroneous understanding of psychology and have led institutions and policies to deal ineffectively—if not indeed counterproductively—with the problems caused by COIs. Finally, the chapter assesses how alternative mechanisms may overcome the highlighted deficiencies. It specifically focuses on the key role that professional norms can play in dealing with unavoidable COIs while preserving trust between the affected parties, and the potential for self-regulation to provide worthwhile tools in combatting the harmful effects of COIs.


Blood ◽  
2018 ◽  
Vol 132 (Supplement 1) ◽  
pp. 4707-4707
Author(s):  
Benjamin Djulbegovic ◽  
Tea Reljic ◽  
Shira Elqayam ◽  
Adam Cuker ◽  
Iztok Hozo ◽  
...  

Abstract Background: Clinical practice guidelines (CPGs) represent a key mechanism for optimizing health care decision making. CPGs are a product of discussion by a group of, typically, 10-20 individuals with varying expertise. Little is known how CPG panels actually make their recommendations. Objective: In a study of real-life decision making, we investigated the factors considered by members of panels convened by the American Society of Hematology (ASH) to develop guidelines, when using the widely accepted formal GRADE (Grading of Recommendations Assessment, Development, and Evaluation) system. Methods: To account for panel level factors and individual level factors, we employed two level hierarchical, random-effect, multivariate logistic and ordered logistic regression analysis. Results: 101 participants taking part in 8 CPGs panels issued 1,289 recommendations. Association of GRADE (normative) factors with the strength of recommendations (SOR) dominated the findings over the non-GRADE (descriptive) factors. In the main analysis certainty in evidence (regardless of direction for or against intervention) [OR=1.83 (95CI% 1.45 to 2.31;p<0.0001)], balance of benefits and harms [OR=1.49 (95CI% 1.30 to 1.69;p<0.0001)] and variability or uncertainty in the patients' values and preferences [OR=1.47 (95CI% 1.15 to 1.88;p<0.002)] were the strongest predictors of SOR coded as "neither for nor against" , "weak for or against" or "strong for or against" health intervention. Greater judgment of certainty of evidence proved highly associated with a strong recommendation [OR=3.60 (95% CI 2.16 to 6.00;p<0.00001] when panel members were issuing recommendation "for" interventions. When, however, panels made recommendations "against" intervention, certainty in evidence was not associated with probability of issuing strong recommendation [OR=0.98 (95%CI: 0.57 to 1.8; p=0.94)]. Two panelist characteristics were associated with strong recommendations: age (per decade) [OR=1.79 (95 CI% 1.2 to 2.84; p<0.005)], and greater intolerance of uncertainties [OR=0.57 (95 CI% 0.37 to 0.86; p<0.008)]. Agreement between individual panel members and the group ranged from very poor (average kappa of -0.01 in one panel) to moderate (kappa=0.64 in another panel), with most panels in an intermediate range. We also found that the panel members who were asked by the ASH to recuse themselves from voting due to high risk of conflict of interest (COI) would have voted differently if they were allowed to do so. Conclusion: Factors associated with GRADE's conceptual framework proved, in general, highly associated with strong versus weak recommendations and with the direction of recommendation. However, some non-GRADE factors of importance for decision-making were also identified. Findings that panel members with high risk of COI made different judgments than those without COI provide empirical support for the importance of managing conflict of interest. The low agreement between individual panel members and group consensus, and failure of certainty of evidence to be associated with strength of recommendations against an intervention, suggest the need for improvements in the process. Disclosures Cuker: Synergy: Consultancy; Genzyme: Consultancy; Kedrion: Membership on an entity's Board of Directors or advisory committees; Spark Therapeutics: Research Funding.


Author(s):  
Marianela Talavera-Ruz ◽  
Graciela Lara- Gómez ◽  
Macario Valdez-Reséndiz

In today's market economies, organizations see knowledge as one of their most valuable and strategic resources and seek to properly manage it so that it becomes a competitive advantage (Teece, 1988; Hamel and Prahalad, 1990, Drucker, 1994; Nonaka and Takeuchi, 1995; Boisot, 1998; Spender, 1996; Senge, 1990). Although many organizations make significant investments in technology and tools to promote knowledge sharing, cultural, behavioral, and structural aspects are the main determinants of success (Sharma and Bhattacharya, 2013). Organizational knowledge processes are, by their nature, generally social and complex. The behaviors related to sharing knowledge of organizational agents are full of situations of conflict of interest or dilemmas in which they receive different payments based on their strategic decisions. Such situations can be modeled as games. This article presents the approach to a particular dilemma, that of the knowledge friction in an Institution of Higher Education through Game Theory, describing a non-cooperative game model that allows showing the scope of said situation according to the decisions considered to be done by employees and employer and their related payments, exploring different decision-making scenarios.


2020 ◽  
Vol 10 (1) ◽  
pp. 1-20
Author(s):  
Muhammad Nadeem Dogar

Learning outcomes This case study aims to expect the following learning outcomes. A better understanding of the nature of a psychological contract being developed by employees in non-profit organizations, especially working in the areas of social development and the impact of this contract on employee commitment. Enhanced understanding of conflict of interest (personal versus public) in social development organizations and its implications. Identification of issues of task conflict versus interpersonal conflict and its impact on organizational functions. Identification of dynamics of exclusion of internal stakeholders from organizational strategic decision-making process along with its impact on organizational performance and sustainability. Devising a mechanism to avoid such conflicts in social development organizations, in particular, and organizations in general. Case overview/synopsis This case highlights five issues as follows: it identifies and discusses conflict of interest between privileged class possessing decision-making positions in the board of directors and implementers working at the grassroots level at ANMOL (a non-governmental organization working for poor girls education in Baluchistan-hub of China–Pakistan Economic Corridor); it discusses the basis for formulation of psychological contracts and impact of its violation on stakeholder’s commitment and motivation; it discusses the implications of difference of opinion of both stakeholders regarding organizational vision and possible drawbacks of converting task conflict into interpersonal conflict on individuals, organization and end-users; it explores implications of exclusion of key stakeholders from organizational decision-making and its impact on organizational smooth working and sustainability; and it suggests a mechanism to avoid conversion of task conflict into interpersonal conflict and smooth functioning of an organization. Hence, this case discusses theories of conflict of interest between top-leadership and workforce, psychological contract and implications of its breach on employee motivation and organizational sustainability in the context of social development organizations. Complexity academic level This case provides sufficient material to be discussed at master level courses (management sciences – master of business administration (MBA) level) such as human resource management (dynamics of psychological contract and conflict resolution), leadership and change management in social development organizations (social enterprises). Supplementary materials Teaching Notes are available for educators only. Subject code CSS 7: Management Science.


2020 ◽  
Vol 17 (1) ◽  
pp. 9-16
Author(s):  
S. Patanjali ◽  
Pooja Gupta

Advanced IT Systems Limited (AISL) was a family-owned software solutions and services company based in Mumbai, and was in business for about 10 years. The chief executive officer (CEO) had ambitions of growing the company into one of the large Indian IT companies. Apart from concentrating on the business growth, the CEO with the help of his HR head introduced several people-oriented policies and hoped that these would lay a good base for further growth of the company. The case describes a conflict of interest that got exposed when one particular business head was championing a young computer science graduate for nomination as a high potential and accelerated promotion but kept hidden that he was in a personal relationship with the lady. Should such a relationship come in the way of the career progression of an individual who was otherwise talented and deserved the promotion? The case covers issues of the setting of corporate ethical and cultural standards, leadership and decision-making, policy and pragmatism, and of meeting client needs and organizational propriety.


Author(s):  
Dedhy Sulistiawan

The purpose of this study is to examine the impact of conflict of interest to the level of IPO price determined by managers. This experiment divides treatment group (the group of participants who have economic benefit from their decision making), and control group (groups with no economic benefit from their decision making). In experiment scenario for treatment group, the managements of IPO companies tend to decrease the price of IPO in order to get financial benefit. Using experimental design, this research shows that participants in treatment group determine lower IPO price than control group. This evidence confirms IPO phenomenon around the world. This research also makes supplementary analysis. The results show that alternative statistical test using GPA and gender of participants as control variable are not statistically significant. It means that the level of IPO price isn’t determined by GPA and Gender, but conflict of interest.


2017 ◽  
Vol 2 (1) ◽  
pp. 43
Author(s):  
Yeen Lai, Khong ◽  
Peck Ling, Tee ◽  
Mahendra Kumar A/l Chelliah

<em>In this paper, researcher tends to discuss the “internal control protects shareholders from agency problem”. The term of insider ownership refer to the shareholders who manage the company as well. In other words, the managers are also the owner of the company. Hence, the conflict of interest between the shareholders and managers will reduce as the higher on concentration insider ownership. In this study, insider ownership expressed as the percentage of the firm’s outstanding share held by the insider. Insider ownership can be classified into outstanding share held by directors, director’s family members (e.g., spouse and siblings), board members and employees’ share option scheme committees. Family or insider groups as a significant shareholder is more likely to be interested in control benefit as well as profit and decision making (Teall, 2007). Small firms usually are higher in insider ownership than outsider control. When a firm expands the business through public listing, the ownership will distribute ownership opportunity to the public. In Malaysia, when go to public listing, the 30% shares must hold by bumiputra. If there are non-bumiputra companies, the companies will gather 30% shares from outsiders who are bumiputra to meet the listing requirement.</em>


2021 ◽  
Vol 5 (1) ◽  
pp. 31-60
Author(s):  
Javad Ghaznavi Doozandeh ◽  
Ali Khozein ◽  
Mansour Garkaz ◽  
Alireza Maetoofi

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