Journal articles: 'Corporatisation'

1

NICHOLLS, DON. "CORPORATISATION." Economic Papers: A journal of applied economics and policy 8, no. 3 (September 1989): 27–33. http://dx.doi.org/10.1111/j.1759-3441.1989.tb01074.x.

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Sturmberg, Joachim P., and Sandy Reid. "GP corporatisation." Medical Journal of Australia 175, no. 8 (October 2001): 448. http://dx.doi.org/10.5694/j.1326-5377.2001.tb143670.x.

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Pop‐Vasileva, Aleksandra, Kevin Baird, and Bill Blair. "University corporatisation." Accounting, Auditing & Accountability Journal 24, no. 4 (May 10, 2011): 408–39. http://dx.doi.org/10.1108/09513571111133045.

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Stoesz, David, and Howard Karger. "The Corporatisation of the United States Welfare State." Journal of Social Policy 20, no. 2 (April 1991): 157–71. http://dx.doi.org/10.1017/s0047279400018699.

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ABSTRACTThis article examines the increasing importance of human service corporations within the American welfare state. In particular, the article investigates the historical and philosophical background of the corporatisation of welfare, the expanding social welfare market, and the scope of human service corporations. The consequence of corporatisation, including standardisation, commodification, and the oligarchic nature of human services are also examined. Lastly, the authors explore the implications of corporatisation for the future of the US welfare state.

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Jefford, Michael. "Corporatisation of Australian health." Medical Journal of Australia 175, no. 2 (July 2001): 119. http://dx.doi.org/10.5694/j.1326-5377.2001.tb143546.x.

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Ferguson, Eleanor. "Corporatisation and practice standards." Veterinary Record 191, no. 8 (October 2022): 346–47. http://dx.doi.org/10.1002/vetr.2371.

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ALLAN, PERCY. "CORPORATISATION: THE NSW EXPERIENCE." Economic Papers: A journal of applied economics and policy 8, no. 3 (September 1989): 34–43. http://dx.doi.org/10.1111/j.1759-3441.1989.tb01075.x.

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Nor-Aziah, Abu Kasim, and Robert W. Scapens. "Corporatisation and accounting change." Management Accounting Research 18, no. 2 (June 2007): 209–47. http://dx.doi.org/10.1016/j.mar.2007.03.003.

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Parker, Lee. "University corporatisation: Driving redefinition." Critical Perspectives on Accounting 22, no. 4 (April 2011): 434–50. http://dx.doi.org/10.1016/j.cpa.2010.11.002.

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Maharani, Asri, and Gindo Tampubolon. "The double-edged sword of corporatisation in the hospital sector: evidence from Indonesia." Health Economics, Policy and Law 12, no. 1 (September 15, 2016): 61–80. http://dx.doi.org/10.1017/s174413311600027x.

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AbstractHoping to improve their health system performance, many countries have corporatised their hospitals in the past 20 years. What this means for hospital performance remains as yet largely unknown. This study looks into the association of corporatisation and hospital performance in Indonesia. We apply panel data regression analysis to survey data on 54 public hospitals in East Java province. Our analysis suggests that corporatisation is associated with higher hospital income and expenditure, but fails to improve efficiency and equity. These findings suggest that hospital corporatisation policy in Indonesia should increase emphasis on efficiency and equity rather than on financial performance alone.

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Citroni, Giulio, Andrea Lippi, and Stefania Profeti. "Representation through corporatisation: municipal corporations in Italy as arenas for local democracy." European Political Science Review 7, no. 1 (March 26, 2014): 63–92. http://dx.doi.org/10.1017/s1755773914000058.

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The literature on Public Utilities has increasingly shown that the adoption of corporate governance tools for the management of public services in local policy-making has given rise to a considerable reshaping of political strategies and practices. Corporatisation should be understood as not merely a policy instrument, but also as a new opportunity for local politicians to adjust their preferences, to deal with various interests, and to build unusual coalitions. Corporatisation may (and does) influence the concrete operation of local political systems. Today, the boards of municipal enterprises, as well as the public–private partnerships stemming from this emerging tendency towards corporatisation, can be conceived as both actors of local policy-making and arenas in which a number of functions traditionally associated with the mechanisms of electoral representation are performed: inter- and intra-party bargaining, recruitment of élites, and negotiation with local and ‘external’ stakeholders. The paper illustrates the impact of corporatisation on local representation mechanisms in Italy, considering its opaque side with specific reference to the problem of democratic accountability and control, and the creation of new local oligarchies. Empirical evidence is provided from research on municipal enterprises in six different Italian regions. Statistical data on companies (amount of social capital, fields of activity, private and public shareholders, etc.), as well as qualitative data, are analysed in order to show how corporatisation has provided local actors with unusual (and often non-transparent) channels of political representation and public–private bargaining.

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Press, Frances, and Christine Woodrow. "Commodification, Corporatisation and Children's Spaces." Australian Journal of Education 49, no. 3 (November 2005): 278–91. http://dx.doi.org/10.1177/000494410504900305.

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For increasing numbers of Australian children, childcare is part of their everyday experiences. The marketisation and corporatisation of education have been under discussion for some time, particularly in relation to schooling. There has been comparatively little public scrutiny of how this trend might impact on, and shape Early Childhood Education and Care (ECEC). This article explores the existing and potential impacts of privatisation and corporatisation of ECEC in terms of how these constrain and are reshaping the vision and the practice of what is done for children in the prior-to-school sector.

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Shear, Boone W., and Angelina I. Zontine. "Reading neoliberalism at the university." Learning and Teaching 3, no. 3 (December 1, 2010): 32–62. http://dx.doi.org/10.3167/latiss.2010.030303.

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Ongoing transformations of the university - from changing working conditions to issues of affordability and access, increasing 'accountability' measures and commodification of academic production - are increasingly referred to as university corporatisation and are unfolding within and concomitant to neoliberal globalisation. In this paper we outline some of these processes as they are occurring at the University of Massachusetts Amherst and explore the limitations and possibilities of a critical response mounted by a number of students and faculty in the Department of Anthropology. Drawing on ethnographic data and interviews with group participants, as well as our own experiences with the group, we describe and assess this project as a means to investigate and respond to neoliberal governance. Through this analysis we problematise conventional discourses and imaginings of university corporatisation and neoliberalism and explore the sometimes contradictory subject positions that complicate our efforts to respond critically to university corporatisation.

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Kirkpatrick, Ian, Ali Altanlar, and Gianluca Veronesi. "Corporatisation and the Emergence of (Under-Managered) Managed Organisations: The Case of English Public Hospitals." Organization Studies 38, no. 12 (April 6, 2017): 1687–708. http://dx.doi.org/10.1177/0170840617693273.

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An enduring feature of New Public Management in many countries has been the move to create more autonomous, ‘complete’ organisations such as universities, hospitals and social service agencies. Often referred to as ‘corporatisation’, this process is assumed to be leading to the emergence of new organisational forms with dedicated management functions and a greater focus on strategy. However, these assumptions remain largely untested and rely heavily on ‘technical’ accounts of organisational re-structuring, ignoring the potential influence of institutional pressures and internal political dynamics. In this paper, we address this concern focusing on the case of acute care public hospitals that have undergone corporatisation (to become Foundation Trusts) in the English National Health Service. Using administrative data spanning six years (2007–2012), the analysis shows that corporatisation is having mixed effects. While it is associated with a shift in the focus of managers to strategic concerns, it has not led to an expansion of management functions overall. Both tendencies are found to be mediated by institutional pressures, in the form of media scrutiny, and, indirectly, by the involvement of clinical professions in management. These results advance ongoing debates about the emergence of new organisational forms in the public sector, highlighting the limitations of technical accounts of change and raising the possibility that corporatisation is leading to organisations that are both more managed and under-managered at the same time.

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Outterson, M. Kevin. "GP corporatisation: lessons to be learned." Medical Journal of Australia 175, no. 8 (October 2001): 426–27. http://dx.doi.org/10.5694/j.1326-5377.2001.tb143652.x.

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16

Gregoratti, Catia. "Cracks in the Corporatisation of Feminism." Globalizations 13, no. 6 (March 7, 2016): 922–24. http://dx.doi.org/10.1080/14747731.2016.1156323.

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17

Turnbull, Shann. "Flaws and Remedies in Corporatisation and Privatisation." Human Systems Management 12, no. 3 (1993): 227–52. http://dx.doi.org/10.3233/hsm-1993-12308.

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Fitzgerald, Paul D. "General practice corporatisation: the half‐time score." Medical Journal of Australia 177, no. 2 (July 2002): 90–92. http://dx.doi.org/10.5694/j.1326-5377.2002.tb04676.x.

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19

Nabi, Ghulam. "Medicolegal issues in healthcare: Corporatisation of healthcare." Scottish Medical Journal 66, no. 4 (November 2021): 165. http://dx.doi.org/10.1177/00369330211058808.

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Khalid, Zainab, and Muhammad Iftikhar-ul-husnain. "Restructuring of WAPDA: A Reality or a Myth." Pakistan Development Review 55, no. 4I-II (December 1, 2016): 349–60. http://dx.doi.org/10.30541/v55i4i-iipp.349-360.

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Serious financial crisis in Pakistan energy sector, mainly due to poor governance, rising fuel prices and rampant corruption, led to the decision of corporatisation of Water and Power Development Authority (WAPDA) in 1992. However, this decision has been highly debated in the context of its socio economic benefits as the energy crises continues unabated. This study, by using semi-structured interview from energy experts in the power sector, attempts to find the factors that withheld the positive effects of this decision. The objective is to provide useful input to frame future energy policy to overcome critical energy crises in Pakistan. The study concludes that the decision of corporatisation of WAPDA was a forced decision without proper homework recommended by the International Monetary Fund (IMF) which worked as an obstacle to achieve required targets in context of energy crises. However, expert opinion shows that unbundling of WAPDA if managed adequately in line with the ground realities would help bring in the competition in market and support the neoliberal theory which calls for deregulation of businesses and privatisation of publicly owned assets, thus minimising the state intervention. Therefore, the only choice for the government is to move forward with the reforms to frame efficient and effective power policy. Chile, with successful power reforms, is the example quoted by the experts to be followed by Pakistan to overcome load shedding and black outs. JEL Classification: H7 Keywords: Energy, Pakistan Energy Sector, WAPDA, Neoclassical Theory, Corporatisation, Privatisation, Restructuring, Governance

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21

Ribeiro, João, Manuel Castelo Branco, and João Alves Ribeiro. "The corporatisation of football and CSR reporting by professional football clubs in Europe." International Journal of Sports Marketing and Sponsorship 20, no. 2 (May 7, 2019): 242–57. http://dx.doi.org/10.1108/ijsms-05-2017-0039.

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Purpose The purpose of this paper is to examine differences in corporate social responsibility (CSR) reporting on the websites of football clubs based in five European countries with different levels of football corporatisation. Design/methodology/approach The study examines CSR reporting on the internet by football clubs based in five European countries. Multiple regression analysis is used to analyse some factors which influence reporting and test a set of hypotheses. Findings The findings suggest that clubs from countries in which the level of corporatisation is higher disclose more CSR information. Also, clubs with higher public visibility disclose a higher variety of CSR information. Originality/value This study adds to the scarce research on CSR reporting in professional sports leagues by providing new empirical data and by extending prior research comparing such practices within different international frameworks of CSR.

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22

Kivisto, Hanna. "Capital as power and the corporatisation of education." Critical Studies in Education 59, no. 3 (June 13, 2016): 313–29. http://dx.doi.org/10.1080/17508487.2016.1186707.

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23

Everett, Sophia. "Port Corporatisation in Australia: Dilemmas of Microeconomic Reform." Policy, Organisation and Society 14, no. 1 (December 1997): 40–56. http://dx.doi.org/10.1080/10349952.1997.11876669.

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24

Boyle, Stephen, and David Throsby. "Corporatisation, Economic Efficiency and the Australian Symphony Orchestras." Economic Papers: A journal of applied economics and policy 31, no. 1 (February 20, 2012): 36–49. http://dx.doi.org/10.1111/j.1759-3441.2011.00150.x.

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James, Wendy. "The impact of corporatisation and national competition policy." Leadership & Organization Development Journal 26, no. 4 (June 2005): 289–309. http://dx.doi.org/10.1108/01437730510600661.

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Buchanan, John, and Robert G. Bowman. "CORPORATISATION AND ASSET VALUATION FOR A GOVERNMENT CORPORATION." Financial Accountability and Management 6, no. 2 (June 1990): 77–91. http://dx.doi.org/10.1111/j.1468-0408.1990.tb00201.x.

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27

Martin, Jacqueline. "Corporatisation and Community Service Obligations: Are They Incompatible?" Australian Journal of Public Administration 55, no. 3 (September 1996): 111–17. http://dx.doi.org/10.1111/j.1467-8500.1996.tb01229.x.

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28

de Langen, Peter W., and Christiaan Heij. "Corporatisation and Performance: A Literature Review and an Analysis of the Performance Effects of the Corporatisation of Port of Rotterdam Authority." Transport Reviews 34, no. 3 (April 23, 2014): 396–414. http://dx.doi.org/10.1080/01441647.2014.905650.

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29

Churcher, Millicent, and Debra Talbot. "The Corporatisation of Education: Bureaucracy, boredom, and Transformative Possibilities." New Formations 100, no. 100 (June 1, 2020): 28–42. http://dx.doi.org/10.3898/newf:100-101.03.2020.

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In school and tertiary education sectors, the rise of accountability regimes parallels the growth in bureaucracy and marketisation of knowledge work. Increasing student numbers have not been matched by an increase in teaching staff, whilst new administrative positions in accounting, marketing, and legal services have ballooned. In this paper we are concerned to examine the impact of these institutional changes on the lived experiences of education professionals. In this context we are particularly interested in the potential rise of boredom among staff, and how boredom may work alongside other affects to generate both compliance and resistance to hyper-bureaucratic trends. Empirical studies on the intensification of 'administrivia' and 'busy work' in educational settings reveal among staff a perceived loss of intellectual integrity, longer work hours and impaired productivity, as well as diminished opportunities for interpersonal engagement. The collective feelings of anger, resentment, anxiety, and frustration that have accompanied these conditions have real potential to bottom out in feelings of disengagement and boredom among educators. Noting boredom's role in sustaining hyper-bureaucratic structures within the education sector, we critically examine whether and to what extent it might also form part of shifting affective dynamics that can drive resistance to the proliferation of these structures.

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Chen, Jean Jinghan. "Corporatisation of China’s state-owned enterprises and corporate governance." Corporate Ownership and Control 1, no. 2 (2003): 82–93. http://dx.doi.org/10.22495/cocv1i2p7.

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This paper reviews the notable Chinese State-Owned Enterprises’ (SOEs) low efficiency and shows that the agency problems with SOEs constitutes the characteristics of corporate governance - insiders’ control, soft budget constraints, managerial slack and lack of competent managers. It is this corporate governance structure that results in SOEs’ inefficiency. The paper further argues that the current corporatisation of SOEs in China through share issue does not improve corporatised SOEs’ performance because it has not effectively dealt with the agency problems associated with public ownership, and, therefore, falls short in addressing the critical issue of corporate governance. The creation of an effective corporate governance mechanism requires the development of the country’s market-oriented institutions. It is difficult to prescribe what type of governance structure China should adopt, although it is argued that for former SOEs a neo-corporatist approach with a two-tier board structure may have advantage over a neo-liberal approach with a single board. For China, the most important issue is not to find a fixed set of governance models from which to copy, but to develop institutions that are conducive to effective corporate governance.

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White, Kevin, and Fran Collyer. "To market, to market: Corporatisation, privatisation and hospital costs." Australian Health Review 20, no. 2 (1997): 13. http://dx.doi.org/10.1071/ah970013.

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The Australian political arena echoes with calls for the privatisation of health careinstitutions, the contracting-out of health care services and the introduction of variousmarketing strategies into hospital management. These calls are justified by assertingthat the market, rather than the public sector, can provide better services, greaterproductivity and increased efficiency. The National Health Strategy (1991, p 17)provides a good example. Noting that Australia is copying American investment trendsfor hospital ?chains? rather than for independent small establishments, the strategydismisses any concern over changes in ownership, pointing instead to a ?process ofrationalisation? that is to be ?welcomed?. Using evidence from the United States,United Kingdom and Australian hospital sectors, this paper examines claims for thegreater efficiency of market processes.

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32

Everett, Sophia. "Effective Corporatisation Legislation: The Fundamental Issue in Port Management." Australian Journal of Public Administration 62, no. 3 (September 2003): 26–31. http://dx.doi.org/10.1046/j.1467-8500.2003.00334.x.

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33

Aroles, Jeremy, Edward Granter, and François‐Xavier Vaujany. "‘Becoming mainstream’: the professionalisation and corporatisation of digital nomadism." New Technology, Work and Employment 35, no. 1 (January 15, 2020): 114–29. http://dx.doi.org/10.1111/ntwe.12158.

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34

Taggart, Michael. "THE IMPACT OF CORPORATISATION AND PRlVATlSATlON ON ADMINISTRATIVE LAW." Australian Journal of Public Administration 51, no. 3 (September 1992): 368–73. http://dx.doi.org/10.1111/j.1467-8500.1992.tb02622.x.

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35

McGregor, Judy, Karl Pajo, Jacqui Cleland, and Ronald Burke. "Equal Opportunities and the Boardroom: The Challenge of Corporatisation." Equal Opportunities International 16, no. 8 (August 1997): 1–7. http://dx.doi.org/10.1108/eb010701.

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Nagpal, Shruti, and Dr Ravi Chaturvedi. "Declining by Degrees: The Effect of Corporatisation on Media Education." IOSR Journal of Humanities and Social Science 22, no. 06 (June 2017): 01–06. http://dx.doi.org/10.9790/0837-2206130106.

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37

SWAN, PETER L. "CORPORATISATION, PRIVATISATION AND THE REGULATORY FRAMEWORK FOR THE ELECTRICITY SECTOR." Economic Papers: A journal of applied economics and policy 8, no. 3 (September 1989): 55–69. http://dx.doi.org/10.1111/j.1759-3441.1989.tb01077.x.

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38

Calvard, Thomas, Michelle O’Toole, and Hannah Hardwick. "Rainbow Lanyards: Bisexuality, Queering and the Corporatisation of LGBT Inclusion." Work, Employment and Society 34, no. 2 (August 21, 2019): 356–68. http://dx.doi.org/10.1177/0950017019865686.

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This article presents the powerful account of Hannah, a woman working in a UK university who identifies as bisexual and queer. Hannah’s voice reflects a younger generation of workers who have come of age with the emergence of queer theory and activism supporting greater LGBT rights. Her narrative illustrates the tensions around developing an inclusive stance towards diverse sexual identities at work. Hannah’s account resonates with critical views of diversity management and inclusion practices, where non-normative minority identities are reduced to corporate categories and initiatives for management by majorities. More specifically, the account presented also covers the complexities and challenges of discussing and disclosing gendered sexualities at work, namely bisexuality, which serves as an illustration of ‘queering’ – a resistance towards understanding identities as fixed, manageable and binary. The article provides insight into how and why sexual identity matters for issues of power and conflict at work.

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39

Martin, Greg. "The Port of Brisbane Corporation: A Case Study in Corporatisation." Economic Analysis and Policy 25, no. 1 (March 1995): 53–67. http://dx.doi.org/10.1016/s0313-5926(95)50007-4.

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40

Memon, Ali, Markus J. Milne, and John W. Selsky. "Restructuring Governance of New Zealand Seaports: Geographical Impacts of Corporatisation." New Zealand Geographer 60, no. 2 (October 2004): 15–27. http://dx.doi.org/10.1111/j.1745-7939.2004.tb01709.x.

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41

Trotman, Janina. "The Corporatisation of Education in Australia: A Western Australian Study." Paedagogica Historica 34, sup2 (January 1998): 253–69. http://dx.doi.org/10.1080/00309230.1998.11434918.

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RAPLEY, MARK, and JIM RIDGWAY. "'Quality of Life' Talk and the Corporatisation of Intellectual Disability." Disability & Society 13, no. 3 (June 1998): 451–71. http://dx.doi.org/10.1080/09687599826740.

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43

Anderson, Rob, Phil Haywood, Tim Usherwood, Marion Haas, and Jane Hall. "Alternatives to for-profit corporatisation: The view from general practice." Australian Journal of Primary Health 11, no. 2 (2005): 78. http://dx.doi.org/10.1071/py05025.

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The aim of this study was to assess the expressed preferences of general practitioners (GPs) for alternative organisational models to for-profit GP corporatisation. A review of the findings of six feasibility studies that examined alternative organisational models for general practice in Australia was undertaken. Five feasibility studies were conducted within nine Divisions of General Practice, and a feasibility study was conducted by a state-based organisation among all 15 of its member Divisions. Overall, the six projects demonstrated a strong resistance among most GPs to any alternative model that involved giving up autonomy over practice matters. Consequently, the most favoured alternative organisational model was the "service company" - the establishment of a third party to provide a range of practice support services. In general, there was implicit acceptance that the service company could recover the cost of support service provision by charging GPs on a fee-for-service basis, and also that the Division itself would be the most acceptable organisation to take on this role. However, in four Divisional areas GPs revealed very low motivation towards either working together or with the local Division as a service company. Although these feasibility studies were carried out using different methods, and in a small sample of mostly urban Divisions, they suggest that many GPs would support their Divisions - or some other Division-related third party - to become more active providers of a range of practice support services.

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Rego, Guilhermina, Rui Nunes, and José Costa. "The challenge of corporatisation: the experience of Portuguese public hospitals." European Journal of Health Economics 11, no. 4 (October 24, 2009): 367–81. http://dx.doi.org/10.1007/s10198-009-0198-6.

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Bartlett, Jennifer, Paula McDonald, and Barbara Pini. "Identity orientation and stakeholder engagement-the corporatisation of elite schools." Journal of Public Affairs 15, no. 2 (February 19, 2014): 201–9. http://dx.doi.org/10.1002/pa.1510.

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46

Dawson, Jonathan. "Dazzled by the Sun: Corporatising Queensland Film Culture." Media International Australia 89, no. 1 (November 1998): 109–23. http://dx.doi.org/10.1177/1329878x9808900112.

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In the wake of economic rationalism and the failed cyber-fantasies of Creative Nation, there has been an increasing tendency towards the corporatisation of film funding bodies at a time when a loosening of self-defensive bureaucratic systems might have been expected. For example, the Film Finance Corporation has created increasingly complex ‘professional’ systems of management and has foreshadowed a ‘last stage’ script assessment process that has created dismay in industry guilds. After exhaustive prior script development (and many funding and script editing stops), a project will face yet another barrier immediately prior to shooting. In addition, the increasing invocation of ‘craft skills' themselves as somehow learnable and precisely quantifiable processes, has dug an even deeper moat around funding bodies. The winding down of Film Queensland and the enhanced corporatisation of the Pacific Film and Television Commission (even to office dress codes!) and incorporation of events such as the Brisbane International Film Festival into an Events Corporation are signs that many largely discredited constructs of The Market are still being applied — to strengthen the power base of the apparatchicks at the expense of their local clients. The events sketched in this paper are paradigmatic of over-regulated and inner-focused arts funding systems that have lost sight of who their real clients should be.

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47

Peer, JavidAhmad, and Samiran Nundy. "Has the corporatisation of our health sector in India helped us?" Current Medicine Research and Practice 12, no. 4 (2022): 188. http://dx.doi.org/10.4103/cmrp.cmrp_53_22.

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Prakash Dash, Jyoti, and Anuraag Dash. "The Execution Strategy of Reforming Indian Ordnance Factories (OFB) Through Corporatisation." European Business & Management 6, no. 6 (2020): 143. http://dx.doi.org/10.11648/j.ebm.20200606.13.

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Kasim, Nor Aziah Abu, and Rasid Mail. "Complexity of accounting change during corporatisation: insights from two case studies." International Journal of Critical Accounting 5, no. 2 (2013): 143. http://dx.doi.org/10.1504/ijca.2013.055180.

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50

Maharani, Asri, and Gindo Tampubolon. "Does corporatisation improve organisational commitment? Evidence from public hospitals in Indonesia." International Journal of Human Resource Management 29, no. 13 (October 8, 2016): 1999–2026. http://dx.doi.org/10.1080/09585192.2016.1239121.

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Journal articles on the topic 'Corporatisation'

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