Biotechnology Governance 2.0: A Proposal for Minimum Standards in Biotechnology Corporate Governance

Abstract

Based on experience and the existing limited research literature in biotechnology corporate governance, the authors propose potential attributes of minimum corporate governance standards for biotechnology companies, as a basis for further quantitative and qualitative research. The authors assert that the recent proliferation of biotechnology start-up organisations is substantively changing inter- and intra-organizational cultures throughout the healthcare sector via a 'cascade of governance'. Therefore, governance decisions and actions - both positive and negative - that are instituted in start-up biotech companies may set new norms for other start-up biotech companies, the larger (bio)pharmaceutical companies by which they are acquired and the range of healthcare sub-sector actors that interact with biotechnology companies. The authors stress the importance of appropriate, proportionate and consistent biotech corporate governance throughout company lifecycles, not simply to support value inflection or as a response to a crisis. Fail to govern, fail to succeed - for investors and, most importantly, for patients.

Examining the Impact of Organizational Culture and Risk Management and Internal Control on Performance in Healthcare Organizations

“…The most important feature of risk management is the thorough examination and review of healthcare operational processes to avoid abnormal events and to help healthcare managers prioritize problems as they are encountered. Alternatively, new forms of governance oversight are implemented to enhance controls, knowledge use, and corporate responsibility (Carter et al, 2019;Lai et al, 2019). All risk-related activities in a medical institution must be managed carefully and appropriately, because the work of a hospital has many potential risks and can lead to a crisis at any time.…”

Hospitais Privados No Brasil E Canadá

“…Para Martins (2001), a administração financeira apresenta técnicas capazes de otimizar as decisões de investimento e financiamento de curto e longo prazo nas instituições de saúde. Segundo Delaney (2015), a base em problemas de revisão e auto avaliação, o impacto das operações do hospital em seu patrimônio líquido, a determinação e a análise dos custos da produção médica para comparação com respectivos preços de vendas, as técnicas de administração de investimento e financiamento, enfatizam, por exemplo, a administração dos estoques, a administração de contas a receber e a administração do ciclo de caixa dos hospitais, visando a redução das necessidades de financiamentos externos de curto prazo (Carter et al, 2019;Ishikawa et al, 2019;Lai et al, 2019).…”