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The two editors have jointly been involved since 2005 in the series of conventions and international dialogues which have resulted in this special issue. We had both been involved in the Quality movement in industry and shared our frustration at developments, as in the UK the focus was increasingly on Compliance rather than Empowerment. An overwhelmingly top-down process tended to stifle innovation and creativity by individual workers, rather than empowering them to bring about continuous improvement. The first sign of change did not come from the UK or USA, but from Asia. Japan had been the birthplace of Quality Circles, and India hosted their adaptation for schools, with Students' Quality Circles. It was not possible to visit City Montessori School in Lucknow, India, without being overwhelmed by the energy and enthusiasm of Circles of young people, tackling practical problems, and giving case study presentations of professional standard. With the founder manager Jagdish Gandhi taking a visionary lead, there is an atmosphere that is not so much Hollywood or Bollywood, but ''Qualiwood'': scale, colour, energy, enthusiasm, discipline, choreography: unforgettable. The editors faced the challenge of going from national and international conventions, to produce a truly international set of articles which can provide a shared resource for ongoing staff development and building of a global movement. At conventions we tend to find twin agendas for student participants and staff advisors. As the movement has grown, the need for development, dialogue and reflection has steadily increased. The resulting collection of articles is the outcome of a truly international ''Community of Circles''. The directors generals of the national chapters of the World Council for Total Quality and Excellence in Education (WCTQEE) are in almost daily contact, as they recognise how much they have to learn from each other. We see the launch of bilateral projects, often bringing together national groups with histories of tension. The Students' Quality Circle movement has used the English language, but with approaches to education and work organisation which come from many other countries around the world. We have become accustomed to fluent performances by students from the age of 8. They represent our future. Older members of the WCTQEE Board have come to recognise that we are a Senior Quality Circle. We share our experiences and insights and hope to be of use to our younger colleagues and students. In SQCs, young people of all ages are able to talk about a world at peace, where people of different religions can live and work together, and where a problem shared and tackled can be a problem solved. This is practical collaboration, creating collaborative advantage. The SQC movement has significance beyond education. It offers a human-centred alternative to the dead hand of Taylorism. It provides a route to empowerment in the new global knowledge society. In a world of problems and divisions, we have a movement in many countries which knows that sustainable solutions can be found. It is not R. Ennals (&) Department of Corporate Responsibility and Working Life, Kingston Business School, Kingston University, Kingston Hill, Kingston KT2 7LB, UK e-mail: richard.ennals@gmail.com

Cover; Half Title; Title Page; Copyright Page; Dedication; Table of Contents; List of illustrations; Acknowledgments; Introduction; PART I: The Pyramid; 1. The Failure of Management Reforms: A History; 2. Knowing in the Public Organization: The Pyramid of Knowledges; 3. What Workers Know: Felt Sense at the Front Line; 4. What Managers Know: The Power of the Concept; 5. What Executives Know: Expertise as "Being Governmental"; PART II: The Pyramid in Action; 6. The VA Case: Knowledge and Power in a Service Bureaucracy; Sequel: Bottom up at the VA-The Engagement Board

Over the past two decades, women have increased their representation among multiboard directors—corporate directors who simultaneously hold seats on two or more firms. Traditionally, multiboard directors exercised greater power and influence in corporate governance. As a consequence, women's increased representation among this "inner circle" could signal women's increased influence in corporate governance. However, women's access to these elite positions comes at a time when multiboard holding has declined. This paper investigates gendered patterns in access to and outcomes of multiboard holding. I argue that these patterns reflect gendered logics in director appointment practices such that firms increasingly recruit and appoint highly boarded female directors, but multiboard women continue to lag in substantive influence in the boardroom. Analyses of nearly two decades of data on S&P 1500 boards demonstrate female directors' increased access to the corporate inner-circle, but this access is decoupled from increased participation in board committees and interorganizational social influence. I discuss implications for theory on gender tokenism, corporate networks, and board processes.

"Boards of directors and corporate social responsibility (CSR) have been the subject of much study and debate in corporate governance circles over the two last decades. With issues ranging from poor corporate reporting to excessive executive compensation often splashed in the headlines, the role of boards comes into media limelight as never before. Boards of directors are also becoming increasingly aware of CSR issues. Besides, many listed and unlisted companies have put in place governance, ethics or CSR committees that prepare and recommend corporate governance rules, policies and practices to management and supervise their implementation. However, integrating CSR into the business strategy in a global market context and under financial market pressure might not be an easy task."--Back cover

Boards of directors and corporate social responsibility (CSR) have been the subject of much study and debate in corporate governance circles over the last two decades. With issues ranging from poor corporate reporting to excessive executive compensation often splashed across the headlines, the role of boards has come into the media limelight as never before. Boards of directors are also becoming increasingly aware of CSR issues and many companies have put in place governance, ethics or CSR committees that prepare and recommend corporate governance rules, policies and practices for management, and supervise their implementation. However, integrating CSR into the business strategy in a global market context and under financial market pressure is not an easy task. This volume is a rich collection of comprehensive studies presenting the most recent developments in the field of boards of directors and corporate social responsibility. It also provides the reader with new insights and perspectives on corporate governance practices in different countries.

The Board of Directors met for its fourteenth meeting at New York on 16 February 1973. The Board approved the Association's co-sponsorship of Hamline University's summer project on the Middle East as an encouragement to small institutions and new programs to undertake the kind of activity proposed by the Image Committee and Center Directors. The Board decided to hold the 1974 annual meeting in Boston under the sponsorship of universities in the area, coordinated by Harvard, and also to look into the possibilities of Madrid and New York City for later meetings. The Board approved a proposal to Be submitted by the University of Michigan to the National Science Foundation for an automated data project on the Middle East, as originally envisaged by the Library Committee. The Board also approved the proposal for a translation project submitted jointly by MESA, the University of Texas and AUC to the Office of Education. In accordance with the current Ford grant, the Board designated visiting scholars and alternates to be invited to attend the 1973 annual meeting and to remain in the country for 3 to 6 weeks travelling and lecturing at American and Canadian institutions. The Board reviewed the matters of federal funding of non-academic markets for graduates in Middle East studies and of the State of the Art Conference. It appointed the following Nominating Committee: Professor John Masson Smith, University of California, Berkeley, Chairman, and Professors Frank Tachau, University of Illinois at Chicago Circle, Carolyn Killean, University of Chicago, Michael Lorraine, University of Washington and President Issawi.

AbstractThis study describes the interlocking networks of corporate directors serving on publicly listed corporate boards and those on the boards of nonprofit organizations in Western Australia in 2006. When this study was undertaken, the state was the beneficiary of a booming economy in resource development prior to the global financial crisis, yielding a substantial number of resource companies with their headquarters in Perth, the capital city of Western Australia. Through social network analysis using NetDraw, we trace the extent of interpersonal connections of prominent individuals who serve on these boards in this relatively isolated state in Australia. The network figures demonstrate the inner circle of companies and nonprofits with their interlocking directorships that suggest the growing interpenetration among the state, the market, and civil society. As a result of reduced government funding during the last two decades in Western Australia, nonprofit organizations have had to use market strategies to increase their revenues, which is one factor that has led to this greater interdependence between previously separate groups. Thus, market forces have blurred the boundaries that once separated private companies from nonprofit organizations, increasing the interlocking nature of their board directors.

PurposeThis paper aims to investigate the relationship between board process attributes and company performance of family‐owned companies within an emerging country context.Design/methodology/approachA survey questionnaire was developed and conducted on a sample of privately‐held Turkish companies where a total of 386 usable questionnaires were returned. From the original data set a sub‐sample of 266 firms with majority family ownership was created. Based on the extant literature, a set of 18 directors' collective attributes and 15 directors' individual attributes were identified as potentially relevant for company performance. Relying on the perceptions of the respondents, multiple subjective measures of company performance were adopted.FindingsCompany performance is found to be positively related to the directors' collective and individual attributes which are associated with access to information, effectiveness of board, observance of fiduciary responsibility and performance evaluation.Practical implicationsThe essential implication of the study for establishing a desirable board climate is the necessity of having a keen focus on information. Sticking to fiduciary responsibility and application of performance evaluations are also indispensable attributes of high performance companies. These attitudes all combined seem to culminate in effective board process.Originality/valueWhile the subject of corporate governance is gaining an increasing attention from both academic and business circles, there is a dearth of research on board process attributes and their impact on company performance. This paper, therefore, aims to fill this lacuna by examining the relationship between board process attributes and company performance within a big emerging country context.

The Nancy N. Boothe papers, 1980-2009 [bulk 1990-1997], are composed of articles, notes, reports and a wide variety of feminist publications. Much of the material documents the U.N. Fourth World Conference on Women, which Ms. Boothe attended as Executive Director of Atlanta's Feminist Women's Health Center. Artifacts, artwork and textiles relate to the conference and to other women's and health issues. ; Born in Battles Wharf, Alabama (1948), Nancy N. Boothe graduated from the University of South Alabama as a registered nurse (1971). She received a B.S. in nursing from the Medical College of Georgia (1976), and a master's degree in Counseling from Troy State University [Florida Region] (1981). Boothe served in the U.S. Nurse Corps in the U.S. and Korea (1970-1984), and worked as clinical director and consultant at a number of health facilities in Louisiana and Florida. She became Executive Director of the Atlanta Feminist Women's Health Center in 1994. In 1995, she attended the Fourth World Conference on Women in Beijing, China, where she taught the workshop, ""GYN Self-Help."" Boothe has served on the boards of All Women's Health Services in Portland and Eugene, Oregon; the Sexual Assault Center, Atlanta, Georgia; and the Jeanette Rankin Foundation, Athens, Georgia. She is also a member of the Feminist Majority Foundation's ""Women's Commission for Congressional Oversight"" and A.P.D. Citizen Review Panel.; Founded in California in 1971 by Carol Downer (1933-) and Lorraine Rothman (1932-2007), the Feminist Women's Health Center was established to empower women through self-knowledge, education and self-help groups. The Atlanta Feminist Women's Health Center was established in 1977. Its mission is to ""provide accessible, comprehensive gynecological healthcare to all who need it without judgment. As innovative healthcare leaders, [they] work collaboratively within [their] community and nationally to promote reproductive health, rights and justice. [They] advocate for wellness, uncensored health information and fair public policies by educating the larger community and empowering [their] clients to make their own decisions.""; The United Nations convened the Fourth World Conference on Women, September 4-15, 1995, in Beijing, China, with a Platform for Action that aimed at achieving greater equality and opportunity for women. Three previous World Conferences were held in Mexico City (International Women's Year, 1975), Copenhagen (1980) and Nairobi (1985). 189 governments and more than 5,000 representatives from 2,100 non-governmental organizations participated in the Beijing Conference. The principal themes were the advancement and empowerment of women in relation to women's human rights, women and poverty, women and decision-making, the girl-child, violence against women and other areas of concern. The resulting documents of the Conference are The Beijing Declaration and Platform for Action. The U.N. Fourth World Conference on Women manifested a global women's movement for change and has been called ""the Woodstock of the women's movement.""; The World Conference on Women was also accompanied by an informal meeting (August 30-September 8) of non-governmental organizations (NGOs). This NGO Forum on Women, Beijing '95, brought together thousands of women from around the world to exchange information and ideas, celebrate women's achievements and contributions and draw attention and develop solutions to discrimination facing women world-wide.

Evolutionary biology, ecology and ethics: at first glance, three different objects of research, three different worldviews and three different scientific communities. In reality, there are both structural and historical links between these disciplines. First, some topics are obviously common across the board. Second, the emerging need for environmental policy management has gradually but radically changed the relationship between these disciplines

During this analytical green engineering methods series we are going to review green engineering system and process modeling, system analysis and design following sustainable lean six sigma principles. These principles are well established in quality circles and they apply in a very positive way to our sustainable green engineering effort. This tutorial focuses on process modeling use cases and more green engineering challenges and solutions. It begins by reviewing the key sustainable green process modeling use case challenges, and provides some solutions. The fundamental reason why we must deal with sustainable green process modeling is that we would like to iron out waste, perform plant wide optimization to iron out all the waste that we have in our organizations, in our systems, in our factories, in our plants. Ultimately, our goal is to have sustainable, cleaner, safer and more energy efficient machine design production