La diversità di genere nella direzione strategica delle aziende sanitarie: il rapporto tra governance e performance nelle aziende ospedaliere italiane

Titolo Rivista: MECOSAN
Autori/Curatori: Paolo Tartaglia Polcini, Natalia Aversano, Giuseppe Nicolò, Nadia Ardito
Anno di pubblicazione: 2021 Fascicolo: 120 Lingua: English
Numero pagine: 23 P. 21-43 Dimensione file: 264 KB
DOI: 10.3280/MESA2021-120003
Il DOI è il codice a barre della proprietà intellettuale: per saperne di più clicca qui

Qui sotto puoi vedere in anteprima la prima pagina di questo articolo.

Se questo articolo ti interessa, lo puoi acquistare (e scaricare in formato pdf) seguendo le facili indicazioni per acquistare il download credit.
Acquista Download Credits per scaricare questo Articolo in formato PDF

anteprima articolo

FrancoAngeli è membro della Publishers International Linking Association, Inc (PILA)associazione indipendente e non profit per facilitare (attraverso i servizi tecnologici implementati da CrossRef.org) l’accesso degli studiosi ai contenuti digitali nelle pubblicazioni professionali e scientifiche

Negli ultimi decenni, istituzioni e policymakers a livello europeo hanno profuso notevoli sforzi volti a promuovere la parita di genere nelle posizioni di leadership gestionale e strategica, sia in ambito politico sia in ambito economico. Il presente studio, inquadrato nell’approccio teorico della Resource Dependence Theory, analizza l’associazione tra la presenza di donne in posizione di vertice e performance finanziaria nel contesto delle aziende sanitarie italiane. A tal fine, sono state condotte due analisi di regressione multipla attraverso le quali e stata analizzata l’influenza esercitata dalla presenza delle donne nelle posizioni di vertice di un campione di 49 aziende sanitarie italiane sulla performance finanziaria, misurata come Return on Assets (ROA). In linea con i precedenti studi, i risultati delle analisi condotte evidenziano come una maggiore presenza delle donne nelle posizioni di maggior responsabilita a livello gestionale abbia una ricaduta positiva in termini di performance operativa ed economica delle aziende sanitarie oggetto di analisi. La presente ricerca conferma che le donne possono rappresentare una fondamentale leva di cambiamento di management e governance delle aziende sanitarie. Alla luce di cio, i risultati del presente studio potrebbero rappresentare un incentivo per il varo di politiche piu specifiche che favoriscano l’incremento della gender diversity nello specifico comparto delle aziende sanitarie che da anni soffrono di inefficienze sia a livello manageriale sia di governance.

  1. Campbell K., Mínguez-Vera A. (2008). Gender diversity in the boardroom and firm financial performance. Journal of business ethics, 83(3): 435-451.
  2. Galindo L. (2006). Board diversity beyond race, gender, and ethnicity. Healthcare Trustees of New York State. New York, NY, 9 September.
  3. Naranjo‐Gil D., Hartmann F., Maas V.S. (2008). Top management team heterogeneity, strategic change and operational performance. British Journal of Management, 19(3): 222-234.
  4. Opstrup N., Villadsen A.R. (2015). The right mix? Gender diversity in top management teams and financial performance. Public Administration Review, 75(2): 291-301.
  5. Al-ahdal W.M., Alsamhi M.H., Tabash M.I., Farhan N.H. (2020). The impact of corporate governance on financial performance of Indian and GCC listed firms: An empirical investigation. Research in International Business and Finance, 51, 101083.
  6. Anessi-Pessina E., Cantù E. (2017). Multiple logics and accounting mutations in the Italian National Health Service. Accounting Forum, 41(1): 8-27. No longer published by Elsevier.
  7. Arena C., Catuogno S., Saggese S., Sarto F. (2020). The adoption of e-Health in public hospitals. Unfolding the gender dimension of TMT and line managers. Public Management Review, 1-27. DOI: 10.1080/14719037.2020.1775280
  8. Arena C., Catuogno S., Saggese S., Sarto F. (2019). Gender Diversity in Public Hospitals’ TMT: The Impact on Financial and Non-Financial Performance. ICGR 2019 2nd International Conference on Gender Research, 43-50. Academic Conferences and publishing limited.
  9. Arduini T., Bisin A., Özgür O., Patacchini E. (2019). Dynamic Social Interactions and Health Risk Behavior. National Bureau of Economic Research.
  10. Barzan E., Borsoi L., Gugiatti A., Petracca F. (2018). La struttura e le attività del SSN. In: Cergas Bocconi (a cura di). Rapporto OASI 2018. Milano: Egea.
  11. Barzan E., Notarnicola E., Rota S. (2019). Performance economiche delle aziende ospedaliere: quali strategie per il risanamento aziendale?. In: Cergas (a cura di) (2019). Rapporto OASI 2019, pp. 491-526. Milano: Egea.
  12. Bennington L. (2010). Review of the corporate and healthcare governance literature. Journal of Management & Organization, 16(2): 314-333.
  13. Bhagat S., Bolton B. (2008). Corporate governance and firm performance. Journal of corporate finance, 14(3): 257-273.
  14. Blank J.L., Van Hulst B.L. (2011). Governance and performance: the performance of Dutch hospitals explained by governance characteristics. Journal of Medical Systems, 35(5): 991-999.
  15. Büchner V.A., Schreyögg J., Schultz C. (2014). The impact of the board’s strategy-setting role on board-management relations and hospital performance. Health Care Management Review, 39(4): 305-317.
  16. Burns L.R., Gimm G., Nicholson S. (2005). The financial performance of integrated health organisations. Journal of Healthcare Management, 50(3): 191-211. DOI: 10.1097/00115514-200505000-00009
  17. Cadbury S.A. (2000). The corporate governance agenda. Corporate Governance: An International Review, 8(1): 7-15. DOI: 10.1111/1467-8683.00175
  18. Carter D.A., D’Souza F., Simkins B.J., Simpson W.G. (2010). The gender and ethnic diversity of US boards and board committees and firm financial performance. Corporate Governance: An International Review, 18(5): 396-414.
  19. Carter D.A., Simkins B.J., Simpson W.G. (2003). Corporate governance, board diversity, and firm value. Financial review, 38(1): 33-53. DOI: 10.1111/1540-6288.00034
  20. Cavicchi C., Vagnoni E. (2017). Does intellectual capital promote the shift of healthcare organisations towards sustainable development? Evidence from Italy. Journal of Cleaner Production, 153: 275-286.
  21. Cergas S.B. (2019). Rapporto Oasi 2019. Osservatorio sulle Aziende e sul Sistema sanitario Italiano. Milano: Egea.
  22. Cinquini L., Nuti S., Boccaccio A., Vainieri M. (2005). Il confronto di performance economico-finanziarie tra aziende sanitarie: l’esperienza della Regione Toscana. Mecosan, 14: 43-64.
  23. Crauford N. (2007). The four pillars of governance. The Director, 88-89.
  24. De Angelis C.T. (2013). Models of governance and the importance of KM for public administration. Journal of Knowledge Management Practice, 14(2): 1-18. DOI: 10.1080/01900692.2013.791315
  25. De Regge M., Eeckloo K. (2020). Balancing hospital governance: A systematic review of 15 years of empirical research. Social Science & Medicine, 262, 113252.
  26. Del Gesso C. (2018). L’interdipendenza tra public governance e accountability nelle aziende ospedaliero-universitarie. Milano: FrancoAngeli.
  27. Donatini A. (2016). The Italian Health Care System. In: Mossialos E., Wenzl M., Osborn R., Anderson C. International Profiles of Health Care Systems. The Commonwealth Fund.
  28. Eeckloo K., Van Herck G., Van Hulle C., Vleugels A. (2004). From Corporate Governance to Hospital Governance: Authority, transparency and accountability of Belgian non-profit hospitals’ board and management. Health Policy, 68(1): 1-15.
  29. Erhardt N.L., Werbel J.D., Shrader C.B. (2003). Board of director diversity and firm financial performance. Corporate governance: An international review, 11(2): 102-111. DOI: 10.1111/1467-8683.00011
  30. Erwin C.O., Landry A.Y., Livingston A.C., Dias A. (2019). Effective governance and hospital boards revisited: reflections on 25 years of research. Medical Care Research and Review, 76(2): 131-166. DOI: 10.1177/1077558718754898
  31. European Commission (2012). Proposal for a Directive of the European Parliament and of the Council on improving the gender balance among non‐executive directories of companies listed on stock exchanges and related measures. – Testo disponibile al sito: https://op.europa.eu/en/publication-detail/-/publication/b562b71f-4e0b-4b0e-a582-4609ce5fe428/language-en.
  32. European Commission (2016). Strategic engagement for gender equality 2016-2019. – Testo disponibile al sito: https://ec.europa.eu/anti-trafficking/eu-policy/strategic-engagement-gender-equality-2016-2019_en.
  33. European Commission (2020). Communication from the Commission to the European Parliament, the Council, the European Economic and Social Committee and the Committee of the Regions: “A Union of Equality: Gender Equality Strategy 2020-2025”, Bruxelles. – Testo disponibile al sito: https://ec.europa.eu/info/policies/justice-and-fundamental-rights/gender-equality/gender-equality-strategy_en.
  34. Evans J.M., Brown A., Baker G.R. (2015). Intellectual capital in the healthcare sector: a systematic review and critique of the literature. BMC health services research, 15 (1): 1-14.
  35. Francoeur C., Labelle R., Sinclair-Desgagné B. (2008). Gender diversity in corporate governance and top management. Journal of business ethics, 81(1): 83-95.
  36. García-Sánchez I.M., Hussain N., Martínez-Ferrero J. (2019). An empirical analysis of the complementarities and substitutions between effects of CEO ability and corporate governance on socially responsible performance. Journal of Cleaner Production, 215(1): 1288-1300.
  37. Giovanelli L. (2013). La valutazione delle performance in ambito sanitario: Profili teorici ed evidenze empiriche. Giappichelli Editore.
  38. Gu Y., Langabeer II J.R., Helton J.R. (2010). Board composition and financial performance in major hospitals. International Journal of Corporate Governance, 2(1): 21-30.
  39. Hood C. (1991). A public management for all seasons?. Public administration, 69(1): 3-19.
  40. Hood C. (1995). The “new public management” in the 1980s: Variations on a theme. Accounting, organisations and society, 20(2-3): 93-109.
  41. Isidro H., Sobral M. (2015). The effects of women on corporate boards on firm value, financial performance, and ethical and social compliance. Journal of Business Ethics, 132(1): 1-19.
  42. Kaissi A.A., Begun J.W. (2008). Strategic planning processes and hospital financial performance. Journal of Healthcare Management, 53(3): 197-208. DOI: 10.1097/00115514-200805000-00011
  43. Kılıç M., Kuzey C. (2016). The effect of board gender diversity on firm performance: evidence from Turkey. Gender in Management: An International Journal, 31(7): 434-455.
  44. Kuntz L., Pulm J., Wittland M. (2016). Hospital ownership, decisions on supervisory board characteristics, and financial performance. Health care management review, 41(2): 165-176.
  45. Lantz P.M. (2008). Gender and leadership in healthcare administration: 21st century progress and challenges. Journal of Healthcare Management, 53(5): 291-301. DOI: 10.1097/00115514-200809000-00004
  46. Lapsley I. (1999). Accounting and the new public management: instruments of substantive efficiency or a rationalising modernity?. Financial Accountability & Management, 15(3‐4): 201-207. DOI: 10.1111/1468-0408.00081
  47. Lee S.Y.D., Alexander J.A., Wang V., Margolin F.S., Combes J.R. (2008). An empirical taxonomy of hospital governing board roles. Health Services Research, 43(4): 1223-1243.
  48. Liu Y., Wei Z., Xie F. (2014). Do women directors improve firm performance in China?. Journal of corporate finance, 28: 169-184.
  49. Lu J., Herremans I.M. (2019). Board gender diversity and environmental performance: An industries perspective. Business Strategy and the Environment, 28 (7): 1449-1464.
  50. MacMillan K., Money K., Downing S., Hillenbrand C. (2004). Giving your organisation SPIRIT: an overview and call to action for directors on issues of corporate governance, corporate reputation and corporate responsibility. Journal of General Management, 30(2): 15-42. DOI: 10.1177/030630700403000203
  51. Malmmose M. (2019). Accounting research on health care – Trends and gaps. Financial Accountability & Management, 35(1): 90-114.
  52. McCue M.J., Kim T.H. (2005). Association of market, mission, operational, and financial factors on hospital acquisition prices: 1999 through 2001. Health care management review, 30(1): 24-31. DOI: 10.1097/00004010-200501000-00005
  53. Menachemi N., Burkhardt J., Shewchuk R., Burke D., Brooks R.G. (2006). Hospital information technology and positive financial performance: A different approach to finding an ROI. Journal of healthcare management, 51(1): 40-58. DOI: 10.1097/00115514-200601000-00008
  54. Naciti V. (2019). Corporate governance and board of directors: The effect of a board composition on firm sustainability performance. Journal of Cleaner Production, 237, 117727
  55. Torcivia S. (2012). La criticità della disarmonia contabile: il caso delle aziende sanitarie, Azienda pubblica, 1(1): 101-115.
  56. United Nations General Assembly (2015). “Transforming our world: the 2030 agenda for sustainable development”, New York, NY. – Testo disponibile al sito: www.un.org/ga/search/view_doc.asp?symbol=A/ RES/70/1&Lang=E.
  57. Usman M., Farooq M.U., Zhang J., Makki M.A.M., Khan M.K. (2019). Female directors and the cost of debt: does gender diversity in the boardroom matter to lenders?. Managerial Auditing Journal, 34(4): 374-392.
  58. Uyar A., Kılıç M., Koseoglu M.A., Kuzey C., Karaman A.S. (2020). The link among board characteristics, corporate social responsibility performance, and financial performance: Evidence from the hospitality and tourism industry. Tourism Management Perspectives, 35: 100714.
  59. Vainieri M., Ferre F., Giacomelli G., Nuti S. (2019). Explaining performance in health care: How and when top management competencies make the difference. Health care management review, 44(4): 306-317.
  60. Palumbo R. (2016). Contextualising co-production of health care: a systematic literature review. International Journal of Public Sector Management, 29(1): 72-90.
  61. Paniagua J., Rivelles R., Sapena J. (2018). Corporate governance and financial performance: The role of ownership and board structure. Journal of Business Research, 89: 229-234.
  62. Pettersen I.J., Nyland K., Kaarboe K. (2012). Governance and the functions of boards: an empirical study of hospital boards in Norway. Health Policy, 107(2-3): 269-275.
  63. Pfeffer J., Salancik G.R. (1978). The external control of organisations: A resource dependence perspective.
  64. Pirozek P., Komarkova L., Lešetický O., Hajdikova T. (2015). Corporate governance in Czech hospitals after the transformation. Health Policy, 119(8): 1086-1095.
  65. Rainero C., Brescia V., Cataldo A. (2019). La formazione manageriale in sanità. Nuovi strumenti e modelli tra governance e politiche. Economia Aziendale Online, 10(2): 235-256. DOI: 10.13132/2038-5498/10.2.1936
  66. Reguera-Alvarado N., De Fuentes P., Laffarga J. (2017). Does board gender diversity influence financial performance? Evidence from Spain. Journal of Business Ethics, 141(2): 337-350.
  67. Rodríguez-Domínguez L., García-Sánchez I.M., Gallego-Álvarez I. (2012). Explanatory factors of the relationship between gender diversity and corporate performance. European Journal of Law and Economics, 33(3): 603-620.
  68. Saporito R., Sartirana M., Tozzi V. (2019). La femminilizzazione dei ruoli apicali in sanità: dimensioni del fenomeno, cause e prospettive. In: Cergas S.B. (a cura di). Rapporto Oasi 2019. Osservatorio sulle Aziende e sul Sistema sanitario Italiano, pp. 613-619. Milano: Egea.
  69. Shahzad F., Baig M.H., Rehman I.U., Latif F., Sergi B.S. (2019). What drives the impact of women directors on firm performance? Evidence from intellectual capital efficiency of US listed firms. Journal of Intellectual Capital, 21(4): 513-530.
  70. Simonet D. (2015). The new public management theory in the British health care system: a critical review. Administration & Society, 47(7): 802-826. DOI: 10.1177/0095399713485001
  71. Smith N., Smith V., Verner M. (2006). Do women in top management affect firm performance? A panel study of 2,500 Danish firms. International Journal of productivity and Performance management, 55(7): 569-593. DOI: 10.1108/17410400610702160
  72. Thiel A., Winter V., Büchner V.A. (2018). Board characteristics, governance objectives, and hospital performance: an empirical analysis of German hospitals. Health Care Management Review, 43(4): 282-292. DOI: 10.1097/HMR.0000000000000153
  73. World Economic Forum (2018). The Global Gender Gap Report. World Economic Forum, – testo disponibile al sito: www.wef.ch/gggr18.
  74. Zigan K., Macfarlane F., Desombre T. (2007). Intangible resources as performance drivers in European hospitals. International journal of productivity and performance management, 57(1): 57-71. DOI: 10.1108/17410400810841236
  75. Abor P.A. (2017). Examining gender diversity on hospital boards in Ghana. International Journal of Health Governance, 22(4): 269-282.

Paolo Tartaglia Polcini, Natalia Aversano, Giuseppe Nicolò, Nadia Ardito, La diversità di genere nella direzione strategica delle aziende sanitarie: il rapporto tra governance e performance nelle aziende ospedaliere italiane in "MECOSAN" 120/2021, pp 21-43, DOI: 10.3280/MESA2021-120003