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Journal articles on the topic 'Director'

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Author: Grafiati

Published: 4 June 2021

Last updated: 10 March 2023

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1

González, Nurys del Carmen. "Perfil del director : competencias de la posición del director y directora de un centro educativo." Ciencia y Sociedad 31, no. 2 (June 1, 2006): 240–56. http://dx.doi.org/10.22206/cys.2006.v31i2.pp240-256.

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El papel del Director de un centro educativo, que busca mejoramiento cualitativo, incluye demandas del entorno interno como la priorización de los procesos educativos, la concepción del centro como Proyecto Educativo, el tomar en cuenta las distintas características generacionales de los sujetos del proceso educativo, pero también incluye demandas externas como la transparencia económcia ante la sociedad y la integración del centro a las necesidades de la comunidad De las demandas se deducen las competencias del Director y de éstas, las acciones.

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2

Schandy, Javier, Leonardo Steinfeld, Benigno Rodríguez, Juan P. González, and Fernando Silveira. "Enhancing Parasitic Interference Directional Antennas with Multiple Director Elements." Wireless Communications and Mobile Computing 2019 (February 21, 2019): 1–9. http://dx.doi.org/10.1155/2019/7546785.

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The Swedish Institute of Computer Science Parasitic Interference Directional Antenna (SPIDA) is an electrically switched directional antenna that uses switched beamforming techniques to shape the antenna radiation pattern focusing the transmitted power in a given direction, increasing the maximum gain, and simultaneously reducing interference in other directions. This work extends the use of the SPIDA antenna, showing that using multiple director elements results in an improved performance in terms of maximum gain, narrower Half Power Beamwidth (HPBW), and a lower module of the S11 parameter. Measurements show that using three directors improves the maximum gain about 1.4 dB (6.8 dBi for the single director element antenna against 8.2 dBi for the antenna with three directors); the input impedance matching was also improved, obtaining a module of S11 parameter of -9.8 dB at the central frequency (fc = 2.4525 GHz) against -7.5 dB for the antenna with a single director element. Finally, new intermediate directions of transmission can be achieved by using two successive director elements, where the power is focused in the bisectrix of the angle formed by the two directors. This converts a six-sector antenna like the SPIDA into a twelve-sector antenna without changing the hardware.

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3

Gray, Stephen, and John Nowland. "Director workloads, attendance and firm performance." Accounting Research Journal 31, no. 2 (July 2, 2018): 214–31. http://dx.doi.org/10.1108/arj-02-2016-0023.

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Purpose This paper examines whether increased director workloads are benefiting firms or are causing directors to become too busy, resulting in lower director attendance and weaker firm performance. Design/methodology/approach This paper conducts empirical analysis of the relationships between meeting frequency, director attendance rates and firm performance using archival data from Australia. Findings Attendance rates for both outside and inside directors decrease as they are required to attend more meetings. The benefits firms obtain from holding additional meetings are significantly eroded by lower director attendance. Originality/value This study brings together the literatures on meeting frequency, director busyness and firm performance to show that increased director workloads are only beneficial to firms if directors do not become too busy to fulfill their obligations to shareholders.

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4

Veltrop, Dennis B., Eric Molleman, Reggy Hooghiemstra, and Hans van Ees. "The Relationship Between Tenure and Outside Director Task Involvement: A Social Identity Perspective." Journal of Management 44, no. 2 (March 25, 2015): 445–69. http://dx.doi.org/10.1177/0149206315579510.

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Drawing from corporate governance research and social identity theory, the authors argue that the relationship between outside directors’ time in office and outside director task involvement is more complex than generally anticipated. By using a unique multisource data set composed of peer ratings provided by fellow outside directors rating a focal director’s task involvement, this study analyzes director task involvement at the individual director level of analysis. The authors propose and empirically demonstrate that outside director tenure has an inverted U-shaped relationship with outside director task involvement that is moderated by a director’s social identification with the organization. As such, the authors demonstrate that social identification with the organization provides a critical contingency for the curvilinear relationship between outside director tenure and outside director task involvement. Findings suggest that outside directors who socially identify with the organization are more likely to grow “stale in the saddle” at lower levels of tenure. These findings provide support for the merit of analyzing outside directors at the individual level of analysis and suggest that a “one-size-fits-all” approach may not be most appropriate in assessing the effects of tenure on outside director functioning.

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5

Ying, Chen, and Sidney Leung. "Director ownership, outside directors and commitment to corporate social responsibility." Corporate Board role duties and composition 7, no. 1 (2011): 66–78. http://dx.doi.org/10.22495/cbv7i1art6.

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This paper examines the effects of director ownership and the proportion of outside directors on firms’ commitment to corporate social responsibility (CSR). Using a sample of 453 Hong Kong listed companies for 2005, we find that there is a non-linear relationship between the level of director ownership and firms’ engagement in CSR behavior. Commitment to CSR first increases as the proportion of director ownership increases up to 50% and then decreases as that proportion of ownership grows higher. Further, the proportion of outside directors on the board exhibits a positive relationship with the level of CSR commitment. These results provide explanations for firms’ commitment to CSR from the corporate governance perspective.

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6

Taleska, Ana. "Activist Hedge Funds and Board Representation: A Comparative Analysis of the European and American Fiduciary Duties in the Context of Activist-Nominated Directors." European Company Law 18, Issue 3 (June 1, 2021): 84–96. http://dx.doi.org/10.54648/eucl2021011.

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Recently, a new breed of representative director has featured European and American corporate boards: activist-nominated directors. Activistnominated directors are sponsored by hedge funds in course of an activist campaign targeting a listed corporation in a bid to amplify hedge funds’ direct influence in board deliberations. Constituency directors are deeply rooted in (Continental) European corporate governance and activist-nominated directors may find that the decision-making processes and deliberations of multi-stakeholder (two-tier) boards are markedly different from majority-independent (unitary) boards, commonly featured at British and American firms. This dynamic in the (Continental) European corporate governance may significantly curtail activist directors’ influence in gaining support for their demands that are at odds with the interests of other (board-represented) stakeholder interests at (Continental) European firms. activist-nominated director, constituency director, nominee director, representative director

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7

McCabe, Margaret, and Margaret Nowak. "The independent director on the board of company directors." Managerial Auditing Journal 23, no. 6 (June 27, 2008): 545–66. http://dx.doi.org/10.1108/02686900810882101.

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8

Piscitelli, Anthony, and Sean Geobey. "Representative Board Governance: What Role Do Board Directors Have in Representing the Interest of Their Constituents?" Canadian Journal of Nonprofit and Social Economy Research 11, no. 1 (July 14, 2020): 12. http://dx.doi.org/10.22230/anserj.2020v11n1a323.

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The current ethos of most nonprofit boards of directors focuses on role clarity between board directors and the executive director. The board’s role is to collectively set strategic direction and provide oversight while leaving day-to-day operations to staff. Yet, many individual directors join a board to make an impact on the organization by addressing very specific operational concerns and/or to represent a stakeholder group, and this creates tension at the board table. This article explores whether there is necessarily a trade-off between the representative and good governance roles of a nonprofit board director. It will demonstrate that the tension between representing member interests and governing nonprofits is a false dichotomy. Reconciling these two interests offers some potential avenues for improved organizational accountability.

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9

Piscitelli, Anthony, and Sean Geobey. "Representative Board Governance: What Role Do Board Directors Have in Representing the Interest of Their Constituents?" Canadian Journal of Nonprofit and Social Economy Research 11, no. 1 (July 14, 2020): 12. http://dx.doi.org/10.29173/cjnser.2020v11n1a323.

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The current ethos of most nonprofit boards of directors focuses on role clarity between board directors and the executive director. The board’s role is to collectively set strategic direction and provide oversight while leaving day-to-day operations to staff. Yet, many individual directors join a board to make an impact on the organization by addressing very specific operational concerns and/or to represent a stakeholder group, and this creates tension at the board table. This article explores whether there is necessarily a trade-off between the representative and good governance roles of a nonprofit board director. It will demonstrate that the tension between representing member interests and governing nonprofits is a false dichotomy. Reconciling these two interests offers some potential avenues for improved organizational accountability.

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10

Leblanc, Richard W., and Mark S. Schwartz. "Effective boards of directors: an examination of director behavioral-types." Corporate Ownership and Control 5, no. 2 (2008): 154–67. http://dx.doi.org/10.22495/cocv5i2c1p1.

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The study sought to explore the role that director behavioral-type might play in leading to board effectiveness. The study involved direct observation of twenty-one boards of directors or committee meetings, together with interviews of 194 respondents. The study suggests that board process may be an equal if not more important factor than board structure in determining board effectiveness. The study’s data suggests that board processes, in turn, may be influenced by the behavioral-types of individual board members. Based on the three dimensions of dissent/consensus; individual/collective; and persuasiveness/non-persuasiveness, five director behavioral types leading to a functional board emerged from the study including: (i) change agents; (ii) consensus-builders; (iii) counsellors; (iv) challengers; and (v) conductors. Five director behavioral types leading to a dysfunctional board also emerged including: (vi) controllers; (vii) conformists; (viii) cheerleaders; (ix) critics; and (x) caretakers. The study concludes with its limitations

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11

Nowland, John, and Andreas Simon. "Is poor director attendance contagious?" Australian Journal of Management 43, no. 1 (July 20, 2017): 42–64. http://dx.doi.org/10.1177/0312896217702426.

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Recent corporate governance guidelines have focused on the structure of the board of directors, with little recognition of the importance of director attendance at board and committee meetings. Director attendance is vital as prior studies show that director absences result in weaker monitoring of management and lower firm performance. This study examines whether directors learn from the attendance behavior of their board colleagues, thereby magnifying the scope and potential consequences of good or poor attendance practices. We find that director attendance is significantly positively related to their board colleagues attendance, including colleagues in the same firm and colleagues in other firms where the director holds other directorships. For policymakers, these results indicate that ongoing attention needs to be paid to the attendance practices of directors, with intervention required to ensure poor attendance practices do not become contagious.

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12

KENNEDY, DENNIS. "The Director, the Spectator and the Eiffel Tower." Theatre Research International 30, no. 1 (March 2005): 36–48. http://dx.doi.org/10.1017/s0307883304000859.

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Though directors have been central to the theatre for more than a century, it is not easy to describe their function or explain fully what they do. Since they have not all done the same things, theorizing the office is a slippery enterprise. Despite this difficulty, the cultural authority of directors has become embedded in the thinking of both the commercial and subsidized sectors in most countries in the world, including many parts of Asia, so that directors are fundamental to the way we comprehend and value theatrical work. Though dictatorial modes of direction have been challenged in the past three decades by a variety of strategies, the theatre industry continues to rely heavily upon the managerial and aesthetic skills of the director, who stands as an icon of the successes and failures of twentieth-century theatre. This essay discusses two alternative histories of the director in the modern age, the modernist avant-garde model and an industrial model, showing that the two are much closer than typically claimed. Using André Antoine as case study, the essay offers a critique of certain tendencies in modernist theatre historiography. A final section looks at the interrelationship of the director and the spectator.

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13

MACHIDA, Kaoru. "Deputy Director." Japanese Journal of Zoo and Wildlife Medicine 14, no. 1 (2009): 1–5. http://dx.doi.org/10.5686/jjzwm.14.1.

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14

Eastman, Peggy. "AHRQ Director." Oncology Times 27, no. 10 (May 2005): 12–14. http://dx.doi.org/10.1097/01.cot.0000289773.21611.28.

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15

McCarter, Katherine S. "EXECUTIVE DIRECTOR." Bulletin of the Ecological Society of America 85, no. 4 (October 2004): 152–53. http://dx.doi.org/10.1890/0012-9623(2004)85[152:ed]2.0.co;2.

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16

McCarter, Katherine. "EXECUTIVE DIRECTOR." Bulletin of the Ecological Society of America 86, no. 4 (October 2005): 223. http://dx.doi.org/10.1890/0012-9623(2005)86[223a:ed]2.0.co;2.

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17

McCarter, Katherine. "EXECUTIVE DIRECTOR." Bulletin of the Ecological Society of America 87, no. 4 (October 2006): 273–74. http://dx.doi.org/10.1890/0012-9623(2006)87[273:ed]2.0.co;2.

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18

McCarter, Katherine. "Executive Director." Bulletin of the Ecological Society of America 89, no. 4 (October 2008): 307–8. http://dx.doi.org/10.1890/0012-9623(2008)89[307:ed]2.0.co;2.

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19

Beavers, Randy, and Shawn Mobbs. "Director overconfidence." Financial Management 49, no. 2 (March 13, 2019): 389–422. http://dx.doi.org/10.1111/fima.12268.

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20

Kramer, Gary M. "Director Spotlight." Film International 13, no. 1 (March 1, 2015): 144–48. http://dx.doi.org/10.1386/fiin.13.1.144_1.

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21

Parker, Mary. "Al Director." Bulletin of the Comediantes 40, no. 1 (1988): 141–43. http://dx.doi.org/10.1353/boc.1988.0027.

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22

Matey, James R., and Dion W. J. Shea. "AIP Director." Physics Today 38, no. 6 (June 1985): 11–13. http://dx.doi.org/10.1063/1.2814583.

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23

Susman, Ed. "NCCN Director." Oncology Times 28, no. 9 (May 2006): 7. http://dx.doi.org/10.1097/01.cot.0000295381.26175.42.

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24

SILBER, MARK B., and BARBARA TUBBESING. "Nursing Director." Nursing Management (Springhouse) 19, no. 6 (June 1988): 66. http://dx.doi.org/10.1097/00006247-198806000-00020.

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25

Feder, Toni. "Arecibo Director." Physics Today 56, no. 11 (November 2003): 30. http://dx.doi.org/10.1063/1.4796922.

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26

Greenia, George D. "Del director." La corónica: A Journal of Medieval Hispanic Languages, Literatures, and Cultures 29, no. 1 (2000): 1–2. http://dx.doi.org/10.1353/cor.2000.0019.

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27

Greenia, George D. "Del director." La corónica: A Journal of Medieval Hispanic Languages, Literatures, and Cultures 29, no. 2 (2000): 1a—2a. http://dx.doi.org/10.1353/cor.2000.0033.

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28

Greenia, George D. "Del director." La corónica: A Journal of Medieval Hispanic Languages, Literatures, and Cultures 30, no. 1 (2001): 1–2. http://dx.doi.org/10.1353/cor.2001.0028.

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29

Greenia, George D. "Del director." La corónica: A Journal of Medieval Hispanic Languages, Literatures, and Cultures 30, no. 2 (2002): 1–2. http://dx.doi.org/10.1353/cor.2002.0008.

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30

Greenia, George D. "Del director." La corónica: A Journal of Medieval Hispanic Languages, Literatures, and Cultures 31, no. 1 (2002): 1–3. http://dx.doi.org/10.1353/cor.2002.0020.

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31

Greenia, George D. "Del director." La corónica: A Journal of Medieval Hispanic Languages, Literatures, and Cultures 31, no. 2 (2003): 1–5. http://dx.doi.org/10.1353/cor.2003.0008.

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32

Greenia, George D. "Del director." La corónica: A Journal of Medieval Hispanic Languages, Literatures, and Cultures 32, no. 1 (2003): 1–3. http://dx.doi.org/10.1353/cor.2003.0060.

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33

Greenia, George D. "Del director." La corónica: A Journal of Medieval Hispanic Languages, Literatures, and Cultures 32, no. 3 (2004): 1. http://dx.doi.org/10.1353/cor.2004.0002.

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34

Greenia, George D. "Del director." La corónica: A Journal of Medieval Hispanic Languages, Literatures, and Cultures 32, no. 2 (2004): 1–6. http://dx.doi.org/10.1353/cor.2004.0004.

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35

Greenia, George D. "Del director." La corónica: A Journal of Medieval Hispanic Languages, Literatures, and Cultures 33, no. 1 (2004): 1–4. http://dx.doi.org/10.1353/cor.2004.0044.

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36

Greenia, George D. "Del director." La corónica: A Journal of Medieval Hispanic Languages, Literatures, and Cultures 33, no. 2 (2005): 1–3. http://dx.doi.org/10.1353/cor.2005.0012.

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37

Greenia, George D. "Del director." La corónica: A Journal of Medieval Hispanic Languages, Literatures, and Cultures 34, no. 1 (2005): 1–2. http://dx.doi.org/10.1353/cor.2005.0021.

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38

Greenia, George D. "Del director." La corónica: A Journal of Medieval Hispanic Languages, Literatures, and Cultures 35, no. 1 (2006): 1–2. http://dx.doi.org/10.1353/cor.2006.0026.

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39

Greenia, George D. "Del director." La corónica: A Journal of Medieval Hispanic Languages, Literatures, and Cultures 34, no. 2 (2006): 1–4. http://dx.doi.org/10.1353/cor.2006.0051.

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40

Greenia, George D. "Del director." La corónica: A Journal of Medieval Hispanic Languages, Literatures, and Cultures 35, no. 2 (2007): 1–4. http://dx.doi.org/10.1353/cor.2007.0009.

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41

Fernández González, Raúl. "Sr. Director." Revista Española de Geriatría y Gerontología 36, no. 5 (January 2001): 303–4. http://dx.doi.org/10.1016/s0211-139x(01)74742-7.

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42

Fernández, F. Veiga, and M. L. Herraiz. "Sr. Director." Revista Española de Geriatría y Gerontología 36, no. 5 (January 2001): 306. http://dx.doi.org/10.1016/s0211-139x(01)74745-2.

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43

Ewing, Tania. "New director." Nature 341, no. 6242 (October 1989): 475. http://dx.doi.org/10.1038/341475c0.

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44

Orense Cruz, C. "Señor director:." Progresos de Obstetricia y Ginecología 45, no. 8 (January 2002): 361. http://dx.doi.org/10.1016/s0304-5013(02)75801-9.

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45

Moreno, R., A. Alomar, M. Usandizaga, and J. Cartañá. "Señor director:." Progresos de Obstetricia y Ginecología 45, no. 10 (January 2002): 461. http://dx.doi.org/10.1016/s0304-5013(02)75822-6.

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46

Acién, P. "Señor director." Progresos de Obstetricia y Ginecología 45, no. 11 (January 2002): 517–18. http://dx.doi.org/10.1016/s0304-5013(02)75832-9.

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47

V.C.P. "New Director." Americas 42, no. 1 (July 1985): 98–99. http://dx.doi.org/10.1017/s0003161500015637.

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48

J.E.H. "New Director." Americas 49, no. 4 (April 1993): 531. http://dx.doi.org/10.1017/s0003161500019799.

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49

Miró, R. Llopis. "Sr. Director." Revista Española de Cirugía Ortopédica y Traumatología 49, no. 3 (January 2005): 214–15. http://dx.doi.org/10.1016/s1888-4415(05)76305-0.

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50

Brancato, Rosario. "BAND DIRECTOR." Retina 32 (February 2012): S23—S24. http://dx.doi.org/10.1097/iae.0b013e31823da9f7.

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