Stacey Cowan and David Gadenne*
Purpose – This paper extends the literature in the environmental disclosure area by examining annual report disclosure practices of Australian companies within the combined…
Abstract
Purpose – This paper extends the literature in the environmental disclosure area by examining annual report disclosure practices of Australian companies within the combined voluntary and mandatory environmental disclosure system. Design/methodology/approach – Content analysis was used to investigate the environmental disclosures over three consecutive years in the annual reports of companies that would be subject to environmental regulation and/or perceived to be environmentally sensitive. Findings – The study finds that Australian listed companies have a propensity to disclose higher levels of positive environmental disclosures in the voluntary sections of the annual report than in the statutory sections of the annual report. Research limitations/implications – These results suggest that regulatory authorities may need to acknowledge the usefulness of mandatory disclosure requirements as a potential means of counter‐balancing the voluntary disclosure system. It has been argued that the annual report is not the sole disclosure medium used by companies Further research may not only investigate these issues but also add weight to arguments for more environmental accountability. Practical implications – The results suggest that companies adopt different disclosure approaches when the disclosures are potentially under surveillance or increased scrutiny via legislated environmental disclosure requirements. Originality value – This research provides evidence that companies continue to use greater levels of self‐puffery within a voluntary reporting environment than within a mandatory reporting environment, and suggests that stakeholders may be more likely to receive information that is less favourable to the corporation (and potentially more decision‐useful to stakeholders) within a legislated disclosure environment.
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Richard J. McKenna and Brett Martin‐Smith
Proposes to call for inclusion of alternative conceptual perspectives in decision making theory and practice.
Abstract
Purpose
Proposes to call for inclusion of alternative conceptual perspectives in decision making theory and practice.
Design/methodology/approach
Adopts a conceptual approach drawing on a diverse range of theories, and applying an illustrative example.
Findings
Finds that failure‐prone tactics and poor choice of leadership styles are minor causes of wrong decisions. Major causes are complexity and chaos in the environment, alternative psychological approaches, and political and ethical behaviours.
Practical implications
Decision science tools and leadership style do have applicability. However, their relevance and applicability are very much subjugated by the complexity, uncertainty and near unknowability of the decision‐making context. New conceptual perspectives are required.
Originality/value
Highlights the relevance of complex, chaotic environments and human behaviours to decision processes. Intends to encourage researchers to adopt new theoretical approaches and to help practitioners understand the reasons for decision failures.
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In this article, we return to a piece of work we did with two NHS trusts in the mid 1990s that focused squarely on tackling institutional racism. We do this for two reasons…
Abstract
In this article, we return to a piece of work we did with two NHS trusts in the mid 1990s that focused squarely on tackling institutional racism. We do this for two reasons. First, because we feel that the current context for equalities may be obscuring the need to continue to find ways to tackle institutional racism. Second, we brought together very achievable survey and group work techniques in a co‐produced process, which makes tackling institutional racism less laden with rhetoric and much more of a practical proposition. This article articulates a three‐staged approach to identifying racism operating inside the trusts, an appraisal of the experience of black patients and the development of learning groups. In these learning groups, black and white practitioners and managers engaged with each other on their impacts and relationships with black patients, thereby changing their practices with all patients. What achieves equality of health service response from this experience is the creation of an environment in which practitioners can become self‐motivated in re‐working ‘with and for themselves’ the way they work with patients based on a recognition of racial identities in service relationships.
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Roudi Nazarinia Roy, Yolanda Mitchell, Anthony James, Byron Miller and Jessica Hutchinson
The transition to motherhood has been studied extensively, but primarily among participants in homogenous race/ethnicity relationships. The aim of the current study was to explore…
Abstract
The transition to motherhood has been studied extensively, but primarily among participants in homogenous race/ethnicity relationships. The aim of the current study was to explore the lived experiences of a diverse group of women in biracial and monoracial relationships experiencing the transition to motherhood (e.g., biracial or monoracial motherhood). Informed by the symbolic interaction framework, in-depth semi-structured interviews were conducted to investigate the expectations and experiences of first-time motherhood on a sample of 12 U.S. women. Their diverse stories contained multiple themes including an overarching theme of racial/ethnic differences in appropriate infant care, which surfaces during engagement in family and social support interactions. This analysis emphasizes the need for more diverse portrayals of motherhood. We discuss our findings in light of the literature and implications for future research and practice.
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Hans Vermaak and Léon de Caluwé
The colors of change is an overview of change paradigms, created about two decades ago, that has been intensively used, tested, refined, shared, and elaborated by practitioners…
Abstract
The colors of change is an overview of change paradigms, created about two decades ago, that has been intensively used, tested, refined, shared, and elaborated by practitioners and academics alike. Here, the “color theory” is presented as it is now, and is situated within the literature. Its four main applications are described as well as rules of thumb that have been derived from reflective practice. This chapter illustrates that the color theory is clearly not one thing to all people, as it is understood in very different ways, both in terms of its theoretical foundations as well as the complexity of its applications. This probably adds to the versatility of the theory. Bringing together key insights about the color theory for academics and practitioners, this chapter strives both to give a concise overview and to explore its richness.
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Stacey Boardman, Jane Clarbour and Kelly Rayner
In forensic mental health wards, patients spend more time with healthcare assistants (HCAs) than qualified nurses. Despite this, there is no universally utilised standardised HCA…
Abstract
Purpose
In forensic mental health wards, patients spend more time with healthcare assistants (HCAs) than qualified nurses. Despite this, there is no universally utilised standardised HCA training. The purpose of this paper is to assess the HCAs’ experiences in the HCA role in order to better understand how to build on the HCA role to ensure safe practice, and enhance staff well-being.
Design/methodology/approach
HCAs working on low and medium secure NHS forensic mental health units were recruited through purposive methods. HCAs engaged in a semi-structured interview, with questions surrounding their support needs, clinical decision making and perception of risks in the role. Template analysis was used, applying an a priori template based on the existing literature to interview transcripts.
Findings
The participants described the HCA experience to be defined by two master themes: “HCA factors” and “organisational factors”. HCAs valued a holistic patient view which prized patients’ experiences. The participants described a lack of role clarity which may be defined through ward expectations and professional experience.
Originality/value
HCAs seek a holistic view of the patient; however, some overlooked patient offences in order to do their job. Future research should address how looking past offences impacts security and HCAs’ well-being long term.
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This chapter presents an organizational learning approach to understanding the objectives and challenges of an National Health Service (NHS) Sustainable Development agenda, which…
Abstract
Purpose
This chapter presents an organizational learning approach to understanding the objectives and challenges of an National Health Service (NHS) Sustainable Development agenda, which involves the integration of social, ecological and economic concerns into organizational functioning, for example the construction and management of buildings, design and delivery of services, and employment of staff.
Methodology
The approach is used to frame an empirical analysis of 11 Projects conducted by NHS organizations aiming to advance this agenda during a particularly active phase in the mid to late 2000s. The approach helps identify the assumptions of organizational purpose, strategy and practice inherent in proposals for Sustainable Development and expose the challenges these are likely to pose. This framing helps articulate a vision and identify the actor groups, and their guiding assumptions, which need to be engaged if progress is to be made.
Findings
The vision of Sustainable Development being promoted was predominantly one of an NHS contributing to the economic and social determinants of health through its procurement, service development and employment activities. Contributions to environmental determinants only took place where financial gains to the NHS organizations themselves made activities, such as investment in renewable energy, viable in the short-term. Within most Projects strategic tools able to predict and measure benefits had to be developed on-the-job and most received help from external agencies to do this work.
Social implications
Rather than expecting individual NHS organizations to progress this agenda alone, others involved in the shaping of collective assumptions of the NHS' purpose and strategies for growth must be engaged in what can be viewed as a social process of learning.
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This article notes the growing attractiveness of concepts “borrowed” from chaos theory in organizational studies. Many of these interpretations display sentiments broadly…
Abstract
This article notes the growing attractiveness of concepts “borrowed” from chaos theory in organizational studies. Many of these interpretations display sentiments broadly congruent with a “postmodern” approach to organization. Indeed chaos theory itself is presented as part of a similar postmodern shift within natural science. However, these sentiments have been subject to stinging criticism by scientists. Here, the deterministic underpinning of chaos theory is used to show that chaos theory is an entirely modernist enterprise. In this case the indeterministic messages taken by organizational theorists are something of a misunderstanding. Consequently, I discuss whether this is enough to threaten the interdisciplinary status of chaos theory, particularly when it is used in a self-consciously ‘metaphorical’ fashion.
Preparing for a potential bioterroism is a difficult task for health care leaders because of the fundamental unpredictability of bioterroist acts. Complexity science thinking is…
Abstract
Preparing for a potential bioterroism is a difficult task for health care leaders because of the fundamental unpredictability of bioterroist acts. Complexity science thinking is presented as an approach that can help in this task. Basic concepts from complexity science, especially the role of relationships, are presented. Specific recommendations for action including sensemaking, learning, and improvisation are made. A case study is used to illustrate the power of complexity science thinking in assisting health care leaders addressing potential bioterroism. Questions for further research are presented.
Scott Gardner and Colin G. Ash
Presents a preliminary framework for making sense of and managing change in organisations that have adopted information systems and e‐commerce as a core element of their business…
Abstract
Presents a preliminary framework for making sense of and managing change in organisations that have adopted information systems and e‐commerce as a core element of their business strategy. Argues that the relatively low level of organisational benefits realised by typical strategic information technology interventions over the past decade is often a product of poor adoption and implementation practices on the part of senior managers and IT practitioners, who have failed to understand the non‐linear and emergent nature of change in complex organisations. Argues that a clear understanding of the dynamics of change at the people/technology interface, and the symbiotic relationship between information systems and strategy, is a prerequisite for the successful business benefits realisation for major IT and e‐business projects. Distils lessons learned from reflections on theories‐in‐use and practice into a basic model for senior managers and IT practitioners.