This chapter offers a working definition of social accountability as any citizen-led action beyond elections that aims to enhance the accountability of state actors. We view social accountability as a broad array of predominantly bottom-up initiatives, aimed at improving the quality of governance (especially oversight and responsiveness) through active citizen participation. We also trace the evolution of SA as a concept in the literature over the past decades and, then, discuss some influential theoretic approaches to SAIs, pointing out strengths and weaknesses of each model. Finally, we suggest organising Arab SAIs into one of three categories: (1) transparency; (2) advocacy; or (3) participatory governance and we review each of these existing action formats by discussing their main strengths and flaws.
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Corporate Social Responsibility affects Corporate Governance as it stretches the accountability of companies beyond its traditional boundaries. This however may conflict with the corporate objective of maximizing stockholder wealth. The paper provides an overview of various academic theories and corporate attitudes on this issue and discusses the merits and disadvantages of the two main governance modes: the stockholder mode and the stakeholder mode.
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The external expectations of organizational accountability force organizational leaders to find solutions and answers in organizational (and information) governance to assuage the feelings of doubt and unease about the behaviour of the organization and its employees that continuously seem to be expressed in the organizational environment. Organizational leaders have to align the interests of their share– and stakeholders in finding a balance between performance and accountability, individual and collective ethical approaches, and business ethics based on compliance, based on integrity, or both. They have to integrate accountability in organizational governance based on a strategy that defines boundaries for rules and routines. They need to define authority structures and find ways to control the behaviour of their employees, without being very restrictive and coercive. They have to implement accountability structures in organizational interactions that are extremely complex, nonlinear, and dynamic, in which (mostly informal) relational networks of employees traverse formal structures. Formal processes, rules, and regulations, used for control and compliance, cannot handle such environments, continuously in ‘social flux’, unpredictable, unstable, and (largely) unmanageable. It is a challenging task that asks exceptional management skills from organizational leaders. The external expectations of accountability cannot be neglected, even if it is not always clear what is exactly meant with that concept. Why is this (very old) concept still of importance for modern organizations?In this book, organizational governance, information governance, and accountability are the core subjects, just like the relationship between them. A framework is presented of twelve manifestations of organizational accountability the every organization had to deal with. An approach is introduced for strategically govern organizational accountability with three components: behaviour, accountability, and external assessments. The core propositions in this book are that without paying strategic attention to the behaviour of employees and managers and to information governance and management, it will be extremely difficult for organizational leaders to find a balance between the two objectives of organizational governance: performance and accountability.
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The Middle East and North Africa region has been absent form stocktaking exercises on social accountability initiatives (SAI), an umbrella term to designate citizen-led tools aimed at socio-political change. We argue that this sidelining is unwarranted, given the proliferation of participatory governance initiatives, civic associations and popular mobilisation in Arab societies after 2011. Whereas the struggle for improved accountability in the Arab world remains under-researched, analysis of authoritarian regime tactics has proliferated. The fact is, however, that many Arab societies have experimented with mechanisms to apply political pressure on corrupt elites while international donors have launched diverse SAIs, including community score cards and participatory and gender-responsive budgeting initiatives. In this chapter, we first identify this double gap: not only has the literature on SAIs overlooked the MENA region but scholarship on the Middle East has largely failed to recognise initiatives launched across the region over the past decade as SAIs. Then, we aim to address the blind spot of Arab SAI’s as pathways towards improved governance. Finally, we present an overview of extant literature and introduce a set of four research questions to better understand what social accountability means for people on the ground. These questions focus on the various meanings of social accountability (musā’ala vs muhāsaba), its modes of mobilisation, the responses from authorities to such initiatives and their overall outcomes.
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The vast literature on accountability in the public sector (usually called ‘public accountability’originating from political science and public administration tends to emphasize the positive dimension of holding authorities to account. As formulated by one prominent scholar in the field, ‘[a]ccountability has become an icon for good governance’: it is perceived as ‘a Good Thing, and, so it seems, we can’t have enough of it’ (Bovens, 2005: 182, 183). Accountability has, thus, become one of the central values of democratic rule – varying on a well-known American slogan one could phrase this as ‘no public responsi bility without accountability’.
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Twee jaar geleden schreven Cloosterman & van Loo in TvM dat accountability bovenaan de lijst prijkt van kansen voor marketeer. De aandacht voor accountability is sindsdien alleen maar toegenomen. Vanwege de economische recessie ondervinden reclame- en communicatiebureaus meer en meer druk om de effectiviteit van hun campagnes, en daarmee hun bestaansrecht, aan te tonen.
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Welke social media gebruiken studenten? Waarom gebruiken studenten deze media? Welke verwachtingen hebben ze van het onderwijs? In dit whitepaper delen we de resultaten van ons onderzoek naar de betekenis van social media in het leven van de hedendaagse student.
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In this chapter, we first summarise the findings from the country chapters on the multiple meanings of SA, documenting terms, translations and contrasting understandings between citizens and public officials. Second, we highlight how civil mobilisation tends to be cyclical over time and is often mediated by brokers. Strategies to spur stakeholders into action rely on a delicate balance of both collaboration and confrontation. Third, we examine the responses from authorities to SAIs, finding that reactions are uneven and that all civic innovators fear appropriation or co-optation by officials. Fourth, we assess overall outcomes of Arab SAIs and highlight that the transformative potential of SAIs exists especially at municipal level, if four conditions for success are present (trust, proximity, endorsement, evaluation). We also point out that the actual outcomes of SAIs in Arab societies have, so far, been limited due to design deficiencies (emphasising short-term objectives and limited context sensitivity) or because of officials’ resistance in active or passive forms. We characterise SAIs as a discursive action format that is best understood with a relational approach to power. In a final section, we formulate recommendations for activists, officials and donors on how to make SAIs more effective.
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Pressure from politics and the public has created a greater demand for the media to be more accountable. Moreover, growing structural changes in the media landscape – including media concentration, commercialization, fiercer competition, an increasingly fragmented public, and the advent of new media – have also challenged how media should be accountable and responsive. This article looks at how Dutch broadcast media are responding to increasing pressure in terms of accountability and responsiveness through a case-‐study research from two leading broadcast news organizations. The need for more openness to and connection with the public is acknowledged, and among many journalists this is now even considered a necessity. However, when it comes to routinized daily application, there is a general resistance as it does not live within their professional autonomy and authority. New online instruments have created opportunities with more platforms and possibilities for the public to participate. However, at this point the online instruments put new constraints on the social system of organization with unforeseen activities and costs.
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This research aims to contribute to a better understanding of strategic collaborations between work-integration social enterprises (WISEs) and for-profit enterprises (FPEs) with the joint objective to improve labour market opportunities for vulnerable groups. We find that most collaborations strive towards integration or transformation in order to make more social impact.
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