DATA SOURCES AND OUTLINE OF METHODS USED

This thesis uses a combination of original empirical research to explore and investigate the meaning and application of corporate governance in a large public sector health agency. The research uses a grounded theoretical orientation based on the emerging themes found in the data over the course of the study. Each of the data sources, including observations, interviews, questionnaires and organisational artefacts were categorised and analysed based on the principles of theory building (Glaser and Strauss, 1967).

Literature on corporate governance was also used as a data source and unlike traditional research methods; the majority was consulted at the end of the data collection rather than before. This approach is recommended by the originators of grounded theory to allow for fresh and original ‘discovery’ within an area of concern or interest. However, it was necessary for the researcher to provide a brief overview of the areas of the literature she intended to consult prior to the commencement of the study to satisfy the candidature requirements. There were also specific instances when the researcher was asked to provide a background on particular aspects of governance in relation to emerging areas. For example, to provide evidence of a possible link between governance and staff satisfaction or to answer a director’s question on the history of governance and to do so, the researcher needed to have some knowledge of the literature.

1.7.1 Observation

The prolonged observation of the Board and the organisation itself was a primary data source. The ethnographic fieldwork included observation of Board meetings, sub-committee meetings, attendance at ‘retreats’ and strategic planning days, and senior management meetings, over an eighteen-month period. It also included observation and participation in organisational activities with the researcher based on site for two days per week (June 2001- December 2002). This activity was

concurrent in that the researcher predominantly observed a range of organisational activities during standard hours of operation eight-thirty am to five-thirty pm.

Observations of Board and committee meetings were usually conducted after

standard working hours. For example, monthly Board meetings usually commenced at five pm and finished at eight pm, followed by an evening meal. The researcher also attended bimonthly sub-committee meetings of the Board. These were generally held in the evenings. Retreats and strategic planning were conducted during the day and were followed by an evening meal. These were held off site to minimise

interruptions. The researcher was also invited and asked to participate in several workshops including one on clinical governance. The purpose of the workshops was to assist in the drafting of guidelines and policies.

1.7.2 External interviews

One of the initial data sources was a series of eight personal interviews. These interviews are labelled ‘external interviews’ and were conducted with individuals identified as being prominent in the field of corporate governance, including senior

policy makers and/or managers in a governance role and academics. All were currently in or had previously held Board appointments.

The interviews were conducted between July 2001 and May 2003 and lasted approximately forty-five minutes. All of the interviews were transcribed and returned to the interviewees prior to analysis for confirmation of accuracy. Full details of the processes and use of the material is presented in Chapter 6. A copy of the final interview schedule is presented as Appendix 2. It is referred to as a final schedule as the researcher built on each interview and allowed subsequent questions to emerge in the traditions of grounded theory.

1.7.3 General interviews

Over the course of the study, the researcher conducted a series of personal or face-to- face interviews with various participants. They included: the CEO, Chair and other stakeholders. The purpose of the interviews was to further explore emerging issues from the observations and external interviews. The researcher also conducted several telephone and or electronic interviews to accommodate those participants who were unable to meet with the researcher in person.

1.7.4 Board questionnaire and appraisals

The researcher administered three separate questionnaire instruments: a Board Self- Appraisal Questionnaire (Appendix 3). This questionnaire was adapted from the Corporate Governance in Health Better Practice Guide (1999), Board self-appraisal.

The questionnaire was given to Board members in July 2001. The questionnaire provided base line data in terms of the Board members knowledge and understanding of corporate governance and their roles as directors.

Toward the conclusion of the research and as a part of a Board Governance Workshop, directors were given two other questionnaires; a self-performance evaluation (Appendix 4) and, a Board performance evaluation questionnaire (Appendix 5). Both of these were adapted from Building a Better Hospital Board, (Witt, 1987). These were analysed in conjunction with the Self-Appraisal

Questionnaire to see if there had been any changes in relation to knowledge, understanding and performance in their roles as directors and as a Board.

1.7.5 Staff satisfaction survey

A staff satisfaction and governance survey (Appendix 6) was administered to 3,762 staff. The survey contained 31 questions in relation to work satisfaction and

knowledge of the organisational governance at a fundamental level, for example: The practices and decisions made by the Board and management match the mission and values statements? A total of 825 responses were returned. The survey had two purposes, the first being to provide information to senior managers and the Board regarding staff perceptions of the organisation, and their job satisfaction. The researcher also used this survey to canvass staff opinions regarding their understanding of the more visible components of governance.