Op 1 januari 2013 wordt de Wet Bestuur en Toezicht naar verwachting van kracht1. Na invoering van deze wet kunnen bedrijven gemakkelijker kiezen uit de one-tier board en de two-tier board als bestuursmodel. Shell heeft in 2005 het one-tier model ingevoerd en kan dus al de eerste balans opmaken. Ervaringen bij Shell en lessen voor bedrijven die volgen.
DOCUMENT
This study explores how non-executive directors are challenged by management while they seek to improve the effectiveness of supervisory boards in the Netherlands. A combination of semi-structured interviews and a questionnaire among non-executive directors indicates that supervisory board members mainly experience boardroom challenges in three core areas: the ability of non-executive directors to ask management critical questions, information asymmetries between the management and supervisory boards and the management of the relationship between individual executive and non-executive directors. The qualitative in-depth analysis reveals the complexity of the main contributing factors to problems in the boardroom as well as the range of process and social interventions non-executive directors use to address boardroom issues. The findings highlight the need to better understand boardroom processes and the need of non-executive directors to carefully manage relationships in and around the boardroom.
LINK
Purpose – This study seeks to explore how non-executive directors address governance problems on Dutch two-tier boards. Within this board model, challenges might be particularly difficult to address due to the formal separation of management boards' decision-management from supervisory boards' decision-control roles. Design/methodology/approach – Semi-structured interviews and a questionnaire among non-executive directors provide unique insights into three major challenges in the boardrooms of two-tier boards in The Netherlands. Findings – The study indicates that non-executive directors mainly experience challenges in three areas: the ability to ask management critical questions, information asymmetries between the management and supervisory boards and the management of the relationship between individual executive and non-executive directors. The qualitative in-depth analysis reveals the complexity of the contributing factors to problems in the boardroom and the range of process and social interventions non-executive directors use to address boardroom issues with management and the organization of the board. Practical implications – While policy makers have been largely occupied with the “right” board composition, the results highlight the importance of adequately addressing operational challenges in the boardroom. The results emphasize the importance of a better understanding of board processes and the need of non-executive directors to carefully manage relationships in and around the boardroom. Originality/value – Whereas most studies have focussed on regulatory initiatives to improve the functioning of boards (e.g. the independence of the board), this study explores how non-executive directors attempt to enhance the effectiveness of boards on which they serve.
DOCUMENT
Anno 2012 voelt de RvC2 de invloed van internationalisering, meer wet- en regelgeving, de recessie, verscherpt extern toezicht en kritiek van onder meer media en stakeholders, aangemoedigd door de steeds vaker openlijk besproken schandalen (Peij, Bezemer, & Maassen, 2012). Daarnaast dient zich nadrukkelijk het one-tier board model als alternatief voor het in Nederland bekende two-tier model aan (Peij, 2010, p. 38). Deze ontwikkelingen maken de rol van de commissaris meer complex en uitdagend. Hoe kan de RvC in deze omstandigheden voldoende effectief worden of blijven? In de visie van de onderzoekers door inzicht te krijgen in de problemen die de RvC ervaart en in de oorzaken en mogelijke oplossingen die daarbij horen.
DOCUMENT
Interview met Stefan Peij in SC Online
DOCUMENT
Commissarissen en toezichthouders zoeken naar de juiste balans en afstemming met het bestuur bij invulling van hun rol, zo blijkt uit in het najaar van 2010 gepresenteerde onderzoek ‘Iedere Raad van Commissarissen heeft zo zijn problemen’ van de Governance University.
DOCUMENT
Understanding the success of regional entrepreneurial startup ecosystems is crucial for the advancement of local economies, job creation and growth. The current paper takes a unique theoretically focused look at common ecosystem elements that regional startup ecosystems may need to pay extra attention to in order to become as competitive as top-tier startup ecosystems. In our analysis, we compare two prominent models on elements of ecosystems: the Entrepreneurial Ecosystem Elements by Stam and van de Ven (2019 and the Entrepreneurial Ecosystem Diagnostic Toolkit (2013). We conclude this paper with drawing up eight propositions and an invitation for future empirical research to test these propositions in practice.
LINK
This paper explores if there is a relation between governance boards in small and medium sized family firms and performance indicators of the firm. A governance board can be either a supervisory or an advisory board, this in line with the two tier governance structure that is used in the Netherlands. The resource based view is used to discuss the possible valuable resources of family SMEs and the way governance boards can influence these resources. Three functions of boards are distinguished: monitoring, resource and strategy. Especially the last two could be valuable for family SMEs. Hypotheses were tested on a sample of 370 Dutch family SMEs. Our results show that governance boards effects the existence of written strategic plans and the expected marketability of the firm. The data did not confirm a relation between a governance boards and expected short term sales growth.
DOCUMENT
In these uncertain times, politicians and society have been voicinghigh expectations from teacher education asking for evidence ofadded value and impact on the student. In this study a longitudinalmixed-methods approach was used to determine theimpact of in-service Master of Education programmes on teachers(N = 1,917) and their work environment in the Netherlands. Theresults of online surveys were explained by means of realist evaluationusing focus-group and in-depth interviews. The studyshows that Master of Education programmes had an impact onprofessional and pedagogical skills of teachers, and in some casesalso on their work environment. A two-tier mechanism is proposed:the Master’s programmes provide teachers with more indepthknowledge about teaching and learning and a more criticalstance through inquiry and research. Consequently, some teacherscontribute to a culture of inquiry in their schools, provided thatthe schools facilitate them in new roles.
DOCUMENT
The definition of ‘Assistive Technology’ (AT) includes both assistive products and the services or actions necessary for safe and effective provision of the assistive products to people who need them. International standards and product specifications exist for assistive products. Despite huge unmet need for effective AT provision, a variety of service delivery models across different countries, and a shortage of personnel trained in this field, nowidely useable and accepted AT service provision guidelines currently exist. Aligned with contemporary global initiatives to improve access to AT, a scoping review was commissioned to inform the development of globally useable provision guidance. The aim was to deliver a rapid scoping review of the literature regarding quality guidelines for AT service provision. Method: The rapid scoping review utilised a two-tiered approach to identifying relevant publications: 1) systematic search of academic databases; 2) consultation with assistive technology organisations. The review was conducted in March 2023 across four databases (Medline, CINAHL, SCOPUS and Google Scholar) with no date limitations. Systematic outreach to international and global AT networks was used to access expert informants. Non-English publications were included utilizing Google Translate and support from expert informants to verify content. Analysis was guided by the body of work on quality AT provision and service delivery processes in Europe, as well as the World Health Organization-GATE 5P framework for strengthening access to AT. Results: The search strategies yielded 41 publications from diverse countries, and directed at differing assistive products, personnel and provision contexts. Results are reported from the charted data through to the data extraction framework, including type of publication, study design, audience and reach. We report on the type of AT and the AT provision ecosystem elements discussed, and service delivery process or steps and quality criteria service delivery. Conclusion: This review did not find established guidelines or standards for service provision, but it did identify key service delivery steps which may form part of such guidelines, and many of the 3 publications included mentioned the need for practice guidelines. Despite different contexts such as type of assistive product, recipient of the guidance, language, location and authorship, core elements of AT provision including service delivery steps can be identified. Consideration regarding the nuances of vocabulary, of process, and of enabling flexible foci, is recommended in systematizing globally applicable guidance. This review offers a strong starting point for developing guidance for assistive technology provision to meet global need.
DOCUMENT
