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International audience ; 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 ...

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 ...

On Saturday dozens of candidates for the governing Labour Party stood for election to Parliament. The aim was to form (at least a big part of) the next government. They didn’t succeed. People will debate for decades precisely what motivated the public as a whole to vote as we did, but having governed for the … Continue reading Accountability

One of the key themes of the current debate on the structural reform of local government is accountability. Seeks to clarify what accountability is and to identify the conditions under which it might be said to be at its best. (Abstract amended)

How can international organizations (IOs) like the United Nations (UN) and their implementing partners be held accountable if their actions and policies violate fundamental human rights? This text provides a new conceptual framework to study pluralist accountability, whereby third parties hold IOs and their implementing partners accountable for human rights violations.

This article investigates what generates and sustains the centrality of accountability as an enduring motif of organizations and contemporary forms of organizing. The article uses a study of malaria interventions to explore the means through which accountability endures. First, the article engages with the burgeoning literature on accountability to explore the ways in which the continuing prominence of accountability is explained. Second, the article turns attention to interventions in malaria and specifically the production of accounts and distributions of accountability in this field. It will be argued that one means through which accountability has endured is through a heretofore un-discussed parasitism. Third, the contribution that parasitism can make to the academic literature on accounts and accountability will be considered. The article will suggest that it is the very features of accounts and distributions of accountability that enable such parasitism and that accountability becomes parasitic upon the organizational form.

Although educators and school boards sometimes resist the idea, accountability is sorely needed in America's schools. Our students are falling behind those in other countries, yet compared to their foreign counterparts, our schools remain subject to little accountability. The U.S. school system lacks the marketplace accountability of schools competing with one another and the further accountability of large-scale examination systems, both of which are associated with high achievement. It is clear that after a quarter century of poor progress in educational productivity, the time has come for high academic standards and accountability.