Sammenlign metoder
Gjennomgå de valgte metodene side om side; rader som avviker, er uthevet.
| Corporate Governance Questionnaire× | Måleskala for organisatorisk robusthet× | |
|---|---|---|
| Fagfelt | Strategisk ledelse | Strategisk ledelse |
| Familie | Process / pipeline | Process / pipeline |
| Opprinnelsesår≠ | 1976 (theory); 1992 (operational) | 2007 |
| Opphavsperson≠ | Jensen and Meckling (foundational); Cadbury Committee (operational framework) | Karl Weick, Kathleen Sutcliffe, and subsequent organizational scholars |
| Type | Organizational self-report questionnaire | Organizational self-report questionnaire |
| Opprinnelig kilde≠ | Jensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305–360. DOI ↗ | Weick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty. Jossey-Bass. link ↗ |
| Alias≠ | CG Assessment, Governance Maturity Scale | Resilience Scale, Organizational Adaptability Scale, Crisis Preparedness Scale |
| Relaterte | 5 | 5 |
| Sammendrag≠ | Corporate Governance encompasses the system of rules, practices, and processes by which a company is directed and controlled. Jensen and Meckling's (1976) agency theory formalized the principal-agent problem—how to ensure management (agents) acts in shareholders' (principals') interests despite information asymmetry and incentive misalignment. The Cadbury Report (1992) operationalized this into practical governance frameworks emphasizing board independence, audit committees, and transparency. This questionnaire assesses organizational governance maturity across multiple dimensions: board structure and independence, internal controls and risk management, audit and compliance, stakeholder engagement, and transparency. Strong governance reduces agency costs, improves decision quality, and protects against fraud and misconduct. | Organizational Resilience refers to an organization's capacity to anticipate disruptions, withstand shocks, and adapt effectively to changing circumstances while maintaining core identity and functionality. Weick and Sutcliffe (2007) argue that resilience is not primarily about avoiding disruption but about developing capability to sense threats early, respond rapidly, and learn from shocks. The COVID-19 pandemic exposed organizational resilience gaps: firms with diversified supply chains, flexible workforce arrangements, and adaptive cultures recovered faster than those with fragile, optimized-for-efficiency structures. This scale measures organizational resilience across three dimensions: readiness (preparation for uncertainty), response capability (speed and agility in crisis), and adaptive learning (capturing and applying lessons). |
| ScholarGateDatasett ↗ |
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