‘Value, values and valued’: a tripod for organisational ethics

2021 ◽  
pp. medethics-2020-106837
Author(s):  
Raj Mohindra
Keyword(s):  
Service Provision ◽  
Organisational Structure ◽  
Ethical Imperative ◽  
Public Benefit ◽  
Or Groups ◽  
Organisational Ethics ◽  
Benefit Corporations ◽  
Value Sets ◽  
Moral Frameworks ◽  
Organisational Level

Public benefit corporations are National Health Service, that is, state, entities whose function to provide healthcare in discharge of public duties. If we regard value as the output of such organisations, it seems logical to connect the values of the organisation to the value produced by such organisations. But, on closer examination there are competing underlying logics in play: (1) those based on promoting organisational efficiency and efficacy; and (2) those based on the idea of building service provision around the clinician–patient relationship. Underlying these logics are differing value sets. These clash. Because of the clashing of underlying moral frameworks the connection between values and value becomes hard, if not impossible. This paper argues that (1) the clash in these moral frameworks must be addressed by the organisation rather than between individuals or groups of individuals within the organisation; (2) alloying duties within hybrid professionals submerges but does not resolve these conflicts; (3) one approach could be to impose on the organisation itself an ethical imperative to promote, enhance and protect from deterioration the welfare of the patients; (4) a board ethics committee is a possible organisational structure that could transparently and fairly balance clashes within the competing moral frameworks in a way that could reconcile the competing logics and (5) if such conflicts can be better resolved at the organisational level what the organisation must do to achieve its objectives will become clearer because what needs to be valued would naturally emerge connecting values, value and what is valued.

Servitisation through structural adaptation

2021 ◽  
Vol 31 (3) ◽  
pp. 468-490
Author(s):  
Saad Zighan ◽  
Ziad Alkalha ◽  
David Bamford ◽  
Iain Reid ◽  
Zu'bi M.F. Al-Zu'bi
Keyword(s):  
Service Provision ◽  
Design Theory ◽  
Structural Changes ◽  
Oil And Gas ◽  
Project Managers ◽  
The Body ◽  
Exploratory Research ◽  
Organisational Structure ◽  
Structural Adaptation ◽  
Content Type

PurposeThe purpose of this study is to investigate the structural changes needed for project-based organisations (PBOs) to synthesise their project operations and services following the servitisation strategy. It addresses the question of how PBOs should change their organisational structure fitting with service provision strategy.Design/methodology/approachThis study followed an exploratory research method using a single in-depth case with evidence collected from 51 project managers from five different industry sectors: construction, oil and gas, IT, logistics and health careFindingsCapitalising on organisational design theory, it has been found that successfully extending PBOs' outcomes into a system of both project output and extra services requires an adjustment of organisational structure that creates greater value for both companies and customers. This required adjustment has been divided into five main categories: (1) collaboration cross-project and customers; (2) flexible workflow, (3) decentralised decision-making, (4) wide span of control and (5) project governance. However, the findings indicate that success can only be ensured by particular mutually coordinated organisational designs with a suitable balance of products and servicesPractical implicationsThis study presents vital indicators to PBOs practitioners when deploying servitisation within their operational strategy by adjusting the organisation's design.Social implicationsServitisation could add both economic and social values for a diverse set of project stakeholders. However, the sustainability performance of servitisation in servitised project-based organisations is an outcome of reducing the discrepancy between project operation and service provision activities.Originality/valueThis study contributes to the body of knowledge and proposes a structural alteration process in PBOs to help align project operations and service provision activities. It explains how project-based organisations reconfigure their resources to provide services.

The Public Benefit of Benefit Corporations

2017 ◽  
Vol 51 (01) ◽  
pp. 54-60 ◽  
Author(s):  
Shannon K. Vaughan ◽  
Shelly Arsneault
Keyword(s):  
The Public ◽  
Public Benefit ◽  
Benefit Corporations

scholarly journals Stakeholder capitalism strategies and opportunities for corporate governance

2020 ◽  
Vol 9 (4) ◽  
pp. 59-68
Author(s):  
Hugh Grove ◽  
Mac Clouse ◽  
Tracy Xu
Keyword(s):  
Corporate Governance ◽  
Institutional Investors ◽  
Research Question ◽  
Future Research ◽  
Major Research ◽  
Public Benefit ◽  
Benefit Corporations ◽  
Business Roundtable ◽  
Shareholder Capitalism ◽  
A Company

Stakeholder capitalism is the notion that a company focuses on meeting the needs of all of its stakeholders: customers, employees, partners, the community, and society as a whole. In August 2019, 183 of the 206 Business Roundtable (BR) companies signed the BR Statement of the Purpose of a Corporation advocating stakeholder capitalism beyond the traditional shareholder capitalism. The major research question of this paper is whether companies who have committed to stakeholder capitalism are fulfilling their commitments and to provide some recommendations to their boards. We closely study the scrutiny from institutional investors and stakeholder capitalism report developed by KKS Advisors and TCP (2020). The findings show that the BR company signatories have failed to deliver fundamental shifts in corporate purpose to stakeholder capitalism (Bebchuk & Tallarita, 2020; Goodman, 2020). However, non-BR companies, primarily public benefit corporations (PBCs) and B corporations, have implemented stakeholder capitalism strategies and offer innovative stakeholder opportunities for corporate governance. The boards of BR companies should advocate for a more affirmative duty to stakeholders and consider converting corporate structures to develop stakeholder capitalism. Future research should continue to investigate this corporate governance opportunity.

scholarly journals The Impact of Implementing Fair Value Accounting for Evaluating Economic Value of Establishments’ Fixed Capital: A Field Study at Public-Benefit Corporations in Yemen

2021 ◽  
Vol 27 (3) ◽  
Author(s):  
محمد يحيى عايش عبيد ◽  
أ.د. عبدالله سعيد حزام محمد ◽  
د. فهيم سلطان محمد الحاج
Keyword(s):  
Structural Equation ◽  
Economic Value ◽  
Fair Value ◽  
Fixed Capital ◽  
Equation Modeling ◽  
Fair Value Accounting ◽  
Study Objective ◽  
Public Benefit ◽  
Benefit Corporations ◽  
The Impact

The study aimed to identify the impact of implementing fair value accounting for evaluating the economic value of establishments’ fixed capital at public benefit corporations that represent the population of the study. The population was 11 benefit corporations operating in Yemen and included telecommunications, gas and transportation sectors. To achieve the study objective, the structural equation modeling (PLS-SEM) was adopted and the questionnaire was used for data collection. The questionnaire was distributed to a sample of (369) participants. Only (278) questionnaires were valid for analysis and Smartpls3 v 3.3.3 was used to analyze the data. The study findings revealed that the implementation of fair value accounting had impact on the evaluation of the economic value of the fixed capital of establishments at the public benefit corporations. The study recommended that benefit corporations should pay more attention to fair value accounting in all its dimensions because of its strong and effective role in evaluating economic value of establishments’ fixed capital.

Hospitals: N.Y. Appellate Court Denies Move to Privatize Public Hospital

1999 ◽  
Vol 27 (2) ◽  
pp. 202-203
Author(s):  
Robert Chatham
Keyword(s):  
New York ◽  
New York City ◽  
York City ◽  
Public Health System ◽  
Municipal Hospital ◽  
The Public ◽  
Public Benefit ◽  
For Profit ◽  
Benefit Corporation ◽  
The City

The Court of Appeals of New York held, in Council of the City of New York u. Giuliani, slip op. 02634, 1999 WL 179257 (N.Y. Mar. 30, 1999), that New York City may not privatize a public city hospital without state statutory authorization. The court found invalid a sublease of a municipal hospital operated by a public benefit corporation to a private, for-profit entity. The court reasoned that the controlling statute prescribed the operation of a municipal hospital as a government function that must be fulfilled by the public benefit corporation as long as it exists, and nothing short of legislative action could put an end to the corporation's existence.In 1969, the New York State legislature enacted the Health and Hospitals Corporation Act (HHCA), establishing the New York City Health and Hospitals Corporation (HHC) as an attempt to improve the New York City public health system. Thirty years later, on a renewed perception that the public health system was once again lacking, the city administration approved a sublease of Coney Island Hospital from HHC to PHS New York, Inc. (PHS), a private, for-profit entity.

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