ABSTRACT
This chapter continues the approach of applying the ethics paradigm to a pivotal problem regarding governance ethics: how boards of directors may permissibly navigate complex dilemmas involving conflicted collaborative arrangements in healthcare organizations. First, the foundation component of the ethics paradigm deals with the identity of an organization, reflecting the leitmotif who we are. This component highlights board oversight of organizational reputation as a hallmark of governance ethics in conflicted collaborative arrangements. In turn, this hallmark denotes an associated moral imperative concerning board oversight of organizational flexibility. Boards need this maneuvering room in collaborative arrangements involving conflicting values. Second, the process component of the ethics paradigm addresses the accountability of the organization, reflecting the leitmotif how we function. This component highlights board oversight of institutional negotiations as a hallmark of governance ethics. In turn, this hallmark denotes an associated moral imperative concerning board oversight of the process of cooperation. Third, the practice component of the ethics paradigm engages quality in an organization, reflecting the leitmotif what we do. This component highlights board oversight of collaborative arrangements as a hallmark of governance ethics. In turn, this hallmark denotes associated moral imperatives concerning board oversight of maintaining quality care services.
