A champagne tower of influence: An interview study of how corporate boards enact occupational health and safety

Lornudd, Caroline; Frykman, Mandus; Stenfors, Terese; Ebbevi, David; Hasson, Henna; Sundberg, Carl Johan; Schwarz, Ulrica von Thiele

doi:10.1016/j.ssci.2021.105416

Cited by 13 publications

(14 citation statements)

References 36 publications

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“…Also, including other levels of the organization, such as the board, and other stakeholders, in analyses of potential drivers and resistance towards increased organizational mindfulness and improved occupational health is crucial (Lornudd et al. , 2020, 2021; Purser, 2018).…”

Section: Discussionmentioning

confidence: 99%

“…Moreover, during meetings or in other kinds of interactions with others, managers could practice mindful listening and be sensitive to non-verbal cues as well as try to understand others before evaluating them. Also, including other levels of the organization, such as the board, and other stakeholders, in analyses of potential drivers and resistance towards increased organizational mindfulness and improved occupational health is crucial (Lornudd et al, 2020(Lornudd et al, , 2021Purser, 2018).…”

Section: Practical Implicationsmentioning

confidence: 99%

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Mindfulness practice improves managers’ job demands-resources, psychological detachment, work-nonwork boundary control, and work-life balance – a randomized controlled trial

Mellner

Osika

Niemi

2022

IJWHM

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PurposeContemporary workplaces undergo frequent reorganizations in order to stay competitive in a working life characterized by globalization, digitalization, economic uncertainty, and ever-increased complexity. Managers are in the frontline of these challenges, leading themselves, organizations and their employees in high stress environments. This raises questions on how to support managers’ work-life sustainability, which is crucial for organizational sustainability. Mindfulness has been related to enhanced capacities to cope with challenges that are associated with organizational change. The authors evaluated short- and long-term effects of an eight-week mindfulness-based intervention in a company setting, which was going through reorganization.Design/methodology/approachForty managers (42.5% males), mean age 54.53 (SD 5.13), were randomized to the mindfulness intervention or a non-active wait-list control. Self-report data were provided on individual sustainability factors in a work context: job demands and resources, psychological detachment, i.e. possibilities for letting go of work-related thoughts during leisure, control over work-nonwork boundaries, work-life balance, and mindfulness at baseline, postintervention, and at 6-month follow-up.FindingsLinear mixed models (LMMs) analysis (all ps < 0.005 to 0.05) showed that the intervention group had a larger decrease in job demands and a smaller decrease in job resources, a larger increase in psychological detachment, work-nonwork boundary control, work-life balance, and mindfulness from baseline to postintervention when compared with the reference group. These initial effects were sustained at 6-month follow-up.Originality/valueThe study provides evidence that mindfulness practice can enhance managers’ long-term capacity to cope with challenging working conditions, and increase their work-life sustainability in times of organizational change and disruption.

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Section: Discussionmentioning

confidence: 99%

Section: Practical Implicationsmentioning

confidence: 99%

Mindfulness practice improves managers’ job demands-resources, psychological detachment, work-nonwork boundary control, and work-life balance – a randomized controlled trial

Mellner

Osika

Niemi

2022

IJWHM

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“…Although the majority of managers perceived that the workplace had a well-functioning approach to address alcohol-related issues, only two managers reflected on the reason for lack of the revised policy dissemination after the programme delivery. Continuous work with the organisational alcohol policy may be influenced by clear communication between and across hierarchical levels, where middle and lower-level managers may have regular contacts with top-level managers, who set a list of priorities to improve working conditions and subsequently their employees’ well-being (Lornudd et al , 2021). However, this may be a challenge, given the lack of communication was perceived as a barrier to disseminating the organisational alcohol policy among the participants.…”

Section: Discussionmentioning

confidence: 99%

“…Moreover, managers’ motivation may be one reason for deprioritising the dissemination of the organisational alcohol policy (Hasson et al , 2014; Lornudd et al , 2021). For instance, top management may have deprioritised the dissemination of the alcohol policy because of worsened finances in the organisation, while managers in the middle or lower-level managers may have perceived a reduction in support to respond to alcohol-related issues.…”

Section: Discussionmentioning

confidence: 99%

Perceived barriers in the dissemination of an organisational alcohol policy as part of implementing an alcohol prevention programme among managers

Elling

Martinez

Sundqvist

2022

DHS

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Purpose An alcohol prevention programme, consisting of the implementation of an organisational alcohol policy and skills development training for managers, was delivered in Swedish workplaces. Previous findings revealed challenges in policy implementation because of the lack of dissemination amongst managers. This study aims to describe perceived dissemination barriers of the organisational alcohol policy by managers. Design/methodology/approach A cross-sectional survey (n = 193 managers) was performed to identify common dissemination barriers in the workplace and complementary case illustrations derived from semi-structured interviews (n = 18 managers) were used to understand the dissemination barriers of the organisational alcohol policy. Frequency distributions were presented to describe common perceived barriers. Findings Sixty-five per cent of managers reported that their workplace had not changed their approach to addressing alcohol-related issues compared to their usual practice before programme delivery. Various organisational factors, such as deprioritisation of programme dissemination, lack of communication and inadequate strategies were some of the common barriers perceived by managers. Moreover, managers reported uncertainties regarding any changes concerning the workplace’s approach for addressing alcohol-related issues. Increased efforts in disseminating the organisational alcohol policy can reduce uncertainties among managers. Practical implications A thorough process evaluation to understand processes in programme delivery and implementation is necessary to ensure the uptake of the intervention. Originality/value This study highlighted the complexity of disseminating an alcohol policy in a dynamic setting, such as the workplace, and provided the importance of addressing organisational obstacles.

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“…Management's interests will add costs to the company and affect the stock price, causing a decrease in profits. These differences in interests give rise to agency conflict (Kohlbeck & Luo, 2019;Lornudd et al, 2021;Richardson et al, 2022). It is this ICT of interest between management and shareholders that e background to the need for good corporate governance, one of which is by paying attention to Good Corporate Governance (GCG) (Borgholthaus et al, 2021;Habib & Jiang, 2015).…”

Section: Introductionmentioning

confidence: 99%

Examining the Relationship between Good Corporate Governance and Company Size on Stock Prices in Manufacturing Companies Listed on the Indonesia Stock Exchange

Nur

Ibrahim

Sonjaya

et al. 2022

GRFM

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This study aims to determine the impact of excellent corporate governance ownership structure on the firm size on stock prices in manufacturing companies listed on the Indonesia Stock Exchange, both simultaneously and partially. According to the findings, good corporate governance, as evaluated by the board of directors and the commissioners, negatively and substantially impacts stock prices. In contrast, the audit committee has a positive and significant impact on stock prices. The natural logarithm of total assets, which measures the size of a company, has a favorable effect on stock prices. The more the company's total investments in the 52 issuers, the higher the share price. Managerial ownership has a positive but not statistically significant effect on stock prices, whereas institutional ownership has a negative and statistically significant impact. The increase in institutional ownership will cause stock prices to fall.

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A champagne tower of influence: An interview study of how corporate boards enact occupational health and safety

Cited by 13 publications

References 36 publications

Mindfulness practice improves managers’ job demands-resources, psychological detachment, work-nonwork boundary control, and work-life balance – a randomized controlled trial

Mindfulness practice improves managers’ job demands-resources, psychological detachment, work-nonwork boundary control, and work-life balance – a randomized controlled trial

Perceived barriers in the dissemination of an organisational alcohol policy as part of implementing an alcohol prevention programme among managers

Examining the Relationship between Good Corporate Governance and Company Size on Stock Prices in Manufacturing Companies Listed on the Indonesia Stock Exchange

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