How Effective Is Joint Public and Private Monitoring? The Case of the AICPA Auditor Change Notification Letter

2001 ◽  
Vol 20 (1) ◽  
pp. 29-43 ◽  
Author(s):  
Michael L. Ettredge ◽  
David B. Smith ◽  
Mary S. Stone
Keyword(s):  
Public Organization ◽  
Public And Private ◽  
Private Monitoring ◽  
Educational Effort ◽  
Private Organization ◽  
Auditor Change ◽  
Client Behavior ◽  
Change Notification ◽  
Disclosure Requirement

The AICPA SEC Practice Section (SECPS) notification rule requires a member firm to notify its former client and the Chief Accountant of the SEC in writing within five business days of the date it determines the client-auditor relationship has ended. The rule is unique because it was developed and is enforced by a private organization (the AICPA) to assist a public organization (the SEC) in fulfilling its charge of ensuring full and timely disclosure. An SECPS educational effort to make members aware of their notification responsibilities recently ended. Our paper evaluates the effectiveness of the SECPS educational effort and the SECPS notification letter. It shows that registrant as well as auditor compliance and timeliness increased during the time the notification rule has been in effect, and that the improved registrant performance is likely due in part to improved auditor performance. One implication of our study is that a disclosure requirement auditors impose upon themselves can be effective in helping the SEC monitor client behavior.

Function, Structure, and Process at the Private-Public Interface

2019 ◽  
pp. 40-59
Author(s):  
Paul Dragos Aligica ◽  
Peter J. Boettke ◽  
Vlad Tarko
Keyword(s):  
Public Organization ◽  
Institutional Performance ◽  
Function Structure ◽  
Public And Private ◽  
Ideal Types ◽  
Social Actors ◽  
The Public ◽  
Private Organization ◽  
Governance Architecture ◽  
Governance Arrangements

Chapter 2 shows how a governance doctrine trapped in a search for pure forms of private organization or public organization, transfixed on the ideal types of the “public” and “private,” would be deficient both normatively and empirically. The chapter shows how it instead makes sense to take an approach that pivots on (a) the variety of (real and possible) institutional and governance arrangements that emerge at the interface (overlap and tension) between public and private, as defined in various circumstances by the relevant social actors on the ground; and (b) the comparison of the feasibility and efficacy of those arrangements in delivering a set of institutional performance functions out of which the preservation of life, liberty, and property are essential. The chapter charts this dynamic territory, identifying a set of essential factors at work in shaping the nature of the interface process and the governance architecture dealing with it.

scholarly journals The End of Publicness?

2013 ◽  
Vol 3 (3) ◽  
pp. 44-61 ◽  
Author(s):  
Stuart Anderson
Keyword(s):  
Organizational Performance ◽  
Healthcare Sector ◽  
Current Evidence ◽  
Public Organization ◽  
Public And Private ◽  
Private Organizations ◽  
Private Organization ◽  
Is Management ◽  
Key Questions ◽  
What Matters

When Wallace Sayre declared that ‘public and private organizations are alike in all unimportant respects' a quest began to establish the truth or otherwise of this assertion. Researchers have been investigating the topic for over sixty years. They have focused on two key questions; what is meant by a public or private organization? And what constitute ‘important respects' and ‘unimportant respects' respectively? This paper reviews current evidence relating to the testing of Sayre's statement, focusing on the healthcare sector. It is concluded that research has failed to provide unequivocal evidence that particular aspects of publicness impact aspects of organizational performance in particular ways. Sayre got it wrong; public and private organizations are alike in all important respects. It is argued that it is time to call a halt to publicness studies; what matters is management and organization, and it is on these issues that public organization researchers should now concentrate.

scholarly journals Comparison of thromboprophylaxis patterns in arthroplasty in public and private hospitals

2015 ◽  
Vol 13 (3) ◽  
pp. 410-416
Author(s):  
Aline Pinheiro dos Santos Cortada ◽  
Telma Gomes da Silva ◽  
André Campos da Silva ◽  
Ricardo Prado Golmia ◽  
Renata Leborato Guerra ◽  
...  
Keyword(s):  
Venous Thromboembolism ◽  
Health Services ◽  
Hip Replacement ◽  
Descriptive Analysis ◽  
Cost Benefit ◽  
Thromboembolism Prophylaxis ◽  
Private Hospitals ◽  
Public And Private ◽  
Total Cost ◽  
Private Organization

Objective To compare therapy for prophylaxis of venous thromboembolism and costs related to hospitalization of patients undergoing total knee and hip replacement within the context of the Brazilian health system.Methods A retrospective study of patients undergoing arthroplasty in 2010 in a public hospital and two private hospitals in the state of São Paulo, conducted by means of medical record review. Costs were estimated based on the use of health care resources during hospitalization. A descriptive analysis was performed using frequency and mean (standard deviation) according to the type of care delivered (by public or private organization).Results A total of 215 patients were evaluated, and 56.3% were submitted to knee surgery and 43.7%, to hip replacement. Approximately 88% and 98% of patients from public and private health services, respectively, received some form of venous thromboembolism prophylaxis, and enoxaparin was the drug most widely used in both systems. The total cost of prophylaxis was R$ 1,873.01 (R$ 26.38 per patient) in the public service and R$ 21,559.73 (R$ 163.33 per patient) in the private service. For the individuals who presented with thromboembolism, the average cost of hospitalization was R$ 6,210.80 and R$ 43,792.59 per patient in public and private health services, respectively.Conclusion Thromboembolism prophylaxis in patients undergoing arthroplasty is most commonly used in the private health services than public organizations, despite its high costs in both services. The cost per patient with thrombosis during hospitalization was higher than the total cost of prophylaxis, suggesting that prevention is associated to better cost-benefit ratio.

scholarly journals Relation between organizational climate and its dimensions and knowledge-sharing behavior among knowledge workers

2014 ◽  
Vol 7 (2) ◽  
pp. 64-75 ◽  
Author(s):  
Milena Margarita Villamizar Reyes ◽  
Delio Ignacio Castañeda Zapata
Keyword(s):  
Organizational Climate ◽  
Knowledge Sharing ◽  
Personal Growth ◽  
Private University ◽  
Public Organization ◽  
The Public ◽  
Organizational Conditions ◽  
Knowledge Sharing Behavior ◽  
Private Organization ◽  
Sharing Behavior

This study aimed at identifying the relation of organizational climate and its dimensions from the PMCO measuring test for organizational climate (Cardenas & Villamizar, 2008, as cited in Cardenas, Arciniegas y Barrera, 2009) - in knowledge-sharing behavior, which was measured from the psychosocial variables and organizational conditions of knowledge-sharing behavior test (Castañeda y Fernandez, 2007). 100 participants from two types of organizations participated on this study: one of private nature and one public. A correlation of 0.578 between organizational climate and knowledge-sharing behavior was found. When carrying out an analysis of each organization, it was evident that the level of correlation between climate and knowledge-sharing behavior was highly significant in the public organization: There was a reliability level higher to 99%. There was no correlation found between the two variables studied in the private organization -with an r of 0.093 to 95%. As for the dimensions of climate and knowledge-sharing behavior, the results showed that in all public universities (including level of work, which got the lowest relation) these are statistically significant to 99.9%. In the private university only a relation to the personal growth dimension of 95% was found.

scholarly journals The Public-Private Distinction in Global Governance: How Relevant is it in the Case of Voluntary Sustainability Standards?

2017 ◽  
Vol 3 (1) ◽  
pp. 1-26 ◽  
Author(s):  
Axel Marx
Keyword(s):  
International Law ◽  
Legal Status ◽  
Public Governance ◽  
Public And Private ◽  
Unit Of Analysis ◽  
The Public ◽  
Private Organization ◽  
Private Standards ◽  
Specific Standard ◽  
Sustainability Standards

Whether global rules and standards originate from a public intergovernmental body or from a private organization has significant implications for the applicability of international law such as wto law. However, how sensible is this distinction between public and private? This paper argues that the distinction between public and private standards only makes sense if one looks at the legal status of specific standard-setting organisations. However, the distinction between public and private begins to blur and fade if one switches the unit of analysis. First, the paper shows that private standards are often based on internationally agreed (public) rules and norms. Second, the paper argues that governments on purpose or in the design of their policies take these private initiatives on board. Hence, they become an integral part of ‘public’ governance. These arguments are developed on the basis of an analysis of Voluntary Sustainability Standards (vss).

scholarly journals The Effect of Human Resources Practices on Organizational Commitment: A Jordanian Study

2015 ◽  
Vol 7 (4) ◽  
pp. 222 ◽  
Author(s):  
Taghrid Saleh Suifan
Keyword(s):  
Organizational Commitment ◽  
Human Resources ◽  
Response Rate ◽  
Capital City ◽  
Future Research ◽  
Research Directions ◽  
Public And Private ◽  
Private Organization ◽  
Future Research Directions ◽  
Person Organization Fit

<p><strong>Abstract</strong></p><p>The effect of human resources practices on organizational commitment was examined in this study using a sample of 500 subjects randomly selected from employees working for public and private organization in various industries in Amman, the capital city of Jordan. Of the mailed questionnaires, 431 questionnaires were returned with a response rate of 86 percent. A bulk of scales was adopted from related works to measure constructs. Organizational commitment was measured by organizational commitment scale developed by Meyer and Allen (1997), training was measured using a scale developed by Yahya and Goh (2002), person-organization fit was measured by a scale developed by Netemeyer et al. (1997), and, finally, rewards construct was measured by a scale adopted from Sejjaaka and Kaawaase (2014). The results pointed out that all HR practices examined (training, person-organization fit, and rewards) were significantly and positively associated with organizational commitment. Research limitations and future research directions were brought out.   </p>

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