scholarly journals The utilization of an interview-based classification instrument for parole board decision making in Ontario.

1995 ◽  
Author(s):  
Robert Rowe
Keyword(s):  
Decision Making ◽  
Parole Board ◽  
Board Decision ◽  
Board Decision Making

Parole Board Decision Making and Constitutional Rights

2021 ◽  
Vol 17 (1) ◽  
Author(s):  
Amelia Courtney Hritz
Keyword(s):  
Decision Making ◽  
Supreme Court ◽  
The United States ◽  
Annual Review ◽  
Publication Date ◽  
Criminal Proceedings ◽  
Legal Questions ◽  
Parole Board ◽  
Board Decision ◽  
Board Decision Making

Parole board decision making has changed dramatically over the last century, mirroring broader trends in criminal punishment. Even though parole decisions affect the length of prison sentences and the US Supreme Court has safeguarded defendants’ rights during the sentencing phase of criminal proceedings, the court has largely declined to interfere in parole. After briefly surveying the historical evolution of parole in the United States, this article proceeds in two parts. First, the article analyzes Supreme Court cases involving sentencing and parole and discusses questions raised by those decisions. Second, the article examines modern studies of parole board decisions and highlights ethical and legal questions raised by the research. Expected final online publication date for the Annual Review of Law and Social Science, Volume 17 is October 2021. Please see http://www.annualreviews.org/page/journal/pubdates for revised estimates.

scholarly journals Included, but still not equal? Gender segregation at quota regulated boards

2016 ◽  
Vol 12 (2) ◽  
pp. 35-45 ◽  
Author(s):  
Aagoth Storvik ◽  
Trygve Gulbrandsen
Keyword(s):  
Decision Making ◽  
Gender Segregation ◽  
Women Directors ◽  
Independent Variables ◽  
New Women ◽  
Window Dressing ◽  
The World ◽  
Gender Hierarchies ◽  
Board Decision ◽  
Board Decision Making

In 2003 Norway introduced a new regulation that required at least 40 percent of each gender on company boards. Norway was the first country in the world to introduce such a law, but several countries have since proposed similar arrangements. Before the reform, opponents of the law in Norway claimed that the new women directors would not be allowed to participate fully in board decision-making. Instead, their role would only be window dressing. Based on a questionnaire sent to all directors in public limited companies in 2009, the article studies this allegation. Results show that women directors report less ability to influence board decision making than men directors. Moreover, women to a lesser extent feel they are part of the inner circle on boards where such phenomena is perceived to exist. These tendencies also hold when we control for many other independent variables such as board role, ownership interest, number of directorships, and occupation, among others. Hence, the quota regulated boards might show tendencies of gender hierarchies and resegregation.

The Importance of Value Diversity in Corporate Life

2003 ◽  
Vol 13 (4) ◽  
pp. 433-452 ◽  
Author(s):  
Wayne Eastman ◽  
Michael Santoro
Keyword(s):  
Decision Making ◽  
Organizational Context ◽  
Decision Makers ◽  
Value Diversity ◽  
Board Decision ◽  
Board Decision Making ◽  
Group Interests

Abstract:Donaldson and Dunfee (1999) suggest in a brief discussion that a manager may in some cases rely on his or her own values in making organizational decisions. Our paper examines the role of diversity in values in an organizational context. Our central contention is that value diversity among managers, employees, and other stakeholders on dimensions such as prudence-boldness, clarity-flexibility, and rigor-mercy is highly useful for an organization. We introduce nontechnical models of individual and board decision-making in which value diversity cuts across group interests that would otherwise control the decision. In these models, decision-makers who are influenced by values such as prudence or boldness as well as by their group interests are more likely to avoid suboptimal decisions, because their weaker but not their more intense group interests are likely to be overridden by their cross-cutting value inclinations.

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