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Wave Shape Silicon Cone For Cartridge Caulking Gun Spare Portion Nozzle Spray Tip For Sealant

This online dealer is an superb quit to get the auto parts and accessories that you need for your car. A Visitor may possibly not use a CAP Service and can not request to access the Data. We at Tracxn closely track the startup ecosystem from across the planet and we have come across a entire lot of intriguing new themes which are gaining popularity, one of them becoming On the internet Auto Parts and Accessories. Itaro is a Brazil aftermarket automotive components marketplace. If you want genuine, road-tested feedback on any of our auto accessories, be they tonneau covers , floor mats , or seat covers , do not just take our word – read what your fellow auto enthusiasts have to say. Along with complete service repairs, we also sell automotive parts. Auto Parts Warehouse gives a wide range of aftermarket and efficiency parts for all types of cars, trucks, and SUVs. When you acquire auto parts on the internet at , you can be confident that you will get the highest good quality auto parts at wholesale rates, and all the parts we sell come with a full warranty We also understand how crucial it is to get the correct components that you need when you get auto parts on the internet. The CAP Web site may include links to other sites or on the web solutions that are operated and maintained by Costco or third parties, and that are not beneath the control of or maintained by CAP. It gives a straightforward platform for b2c and b2b auto parts and accessories sale. Situated in the bustling East Street South neighborhood we’re right here to assist you with all your demands from our housewares department to paint supplies and of course auto parts and accessories, Rolle’s Auto Components Hardware & Accessories is your 1-stop shop for the key regions of your house. When we began Leading Top quality Auto Parts & Accessories, we had one goal in thoughts – to be the area’s go-to supply for all automotive parts and repairs in Chillicothe, OH. We’re proud to supply an in depth selection of services to keep your vehicle in leading shape. Whether or not you are conducting a basic service or undertaking a comprehensive overhaul, you can discover the parts you need to have online from some of the major brands. We are proud to offer you a wide assortment of Do-it-Yourself” parts and accessories for your car, truck, van or SUV. Founded in 2005, and household-owned and operated, we only carry the top brands in suv, vehicle, and truck accessories. With the proper automotive accessories for any kind of vehicle, you’re assured a comfy ride. With a extensive inventory and prompt consumer service, these auto part providers have eliminated the hassle of looking about for parts and waiting for the dealer to get them from the manufacturer. Your vehicle is like a completely balanced mosaic of auto components. As for car accessories, a manual for the automobile getting worked on is essential whilst overalls and steel toe cap boots are great for additional protection. Lastly, for our buyers who like Ford collector products, we have you covered with our Ford , Lincoln and Mercury Collector Item Accessories. This Agreement shall stay personal among you and CAP. Execute preventive maintenance and make timely repairs, enhance horsepower and improve handling and braking for much better all round efficiency, and give your auto, truck, or SUV the exclusive appearance that will have heads turning wherever you roll. Finding an truthful shopkeeper who sells genuine car accessories at auto components markets is a rarity. Appreciate an completely new level of driving expertise with our in-depth choice of superior vehicle bulbs, brake pads, spark plugs, and other automotive parts and accessories made to keep your auto running at its absolute very best. Agent” signifies any individual who offers Private Details to the Costco Auto Program in any manner on behalf of one more person. Product choice: Auto Parts Warehouse offers over half a million automobile parts and accessories in a range of product categories such as bumpers, fenders, grilles, hoods, mirrors, auto physique styling, emblems and considerably more. Add beauty and functionality to your automobile with our top 8 Common Accessories lines. There is 1 much more function that enhances the consumers’ purchasing encounter and that is getting auto components of a specific brand on the web. THE COSTCO AUTO Program Further Tends to make NO WARRANTIES OR REPRESENTATIONS Regarding THE ACCURACY, RELIABILITY, COMPLETENESS, OR TIMELINESS OF THE Information ACCESSED BY USE OF THE Site. The web site guarantees that you will be in a position to uncover any auto portion that you need for your vehicle or truck, even those parts that you may not have discovered at your regular dealer.

Also, participating dealerships now provide complimentary contactless at-property car pickup for service. We also have an substantial selection of replacement physique components as effectively as the auto wash, cleaners, wax, wheel & tire care products, and other detailing supplies to preserve your ride’s gorgeous look. Gather any content or data from CAP, our licensee’s or any user or otherwise access the Web site personally or by means of any automated indicates (such as harvesting bots, robots, spiders, or scrapers) without our permission. We also stand behind every single one of our items with the very best customer service you are going to find anyplace. For added help please speak to Kia Auto Parts & Accessories via e-mail at support@ or by calling 800-883-1933. If you are searching for car accessories shops in Karachi, that alternative may possibly also be obtainable. With the influx of Japanese automobiles specially of 660cc engine capacity, the availability (or lack thereof) of their auto parts in the local market place has become a actual issue. I really like the truth that if there is some thing I want that is not on their shop, you can ring or email them and ask if they can get it in, each and every time they have carried out this and their prices are unbeatable. Our customers have come to know us as the ideal place to purchase auto components on-line. The company’s annual forecasts count only online sales of new and re-manufactured auto components. CAP’s overall performance will be deemed to be suspended for the period that any such event continues, and we will have an extension of time for functionality for the duration of that period or such longer period as we may possibly reasonable demand. We believe everyone deserves reasonably priced access to top quality OEM parts, straight from the vehicle manufacturer, with the best achievable getting experience. Automatically from your devices: We might use cookies, pixel tags and similar technologies to automatically gather details when you check out the CAP Web site or interact with our advertisements and other on the internet content. With our market leading “Components Finder” and browsing technologies we make shopping for parts & accessories less complicated than ever before. And we’ve gathered all the car appropriate parts and accessories you happen to be hunting for in our Jeep, Truck, and SUV shops. From a new oil filter to an alternator replacement, we carry the very best automotive car components brands. Given that 1982, Ken’s Auto Components & Truck Accessories has provided motorists in the Arcata, CA 95521 area with the very best auto components and client service that incorporate Batteries , Counter Solutions , Hoses and Machine Shop Our goal is to supply the ideal auto parts and buyer service obtainable at affordable rates to get you back on the road in no time. The top countries of suppliers are China, Taiwan, China, and Hong Kong S.A.R., from which the percentage of auto components accessories supply is 99%, 1%, and 1% respectively. Save confidently with Duralast parts that meet or exceed OE (stands for original equipment) good quality, durability, and performance. As 1 of the largest dealer groups in the nation, we have a huge selection of genuine OEM components and accessories in-stock and ready to ship. Delivers a SaaS platform to each repair shops and auto components dealers to handle their inventory. Personal computer records stored in reasonably secure situations by CAP with respect to the Data, the Web site and your access to them will be accepted as conclusive evidence of your conduct, communications and dealings with the Information and the Site. By applying filters properly on their internet sites, you can appear for vehicle accessories in Karachi and Lahore. Motorcyclists are equally catered to by a selection of motorcycle spare components as shopping for auto parts on the web is not just for automobiles. While CAP will take such methods as are reasonable in the circumstances to sustain the security of this Internet site and the Data and your privacy and confidentiality with respect to data you provide, you agree that you use this Site entirely at your own risk and that in no event shall CAP be held liable for any loss or damages, even so brought on, except as expressly supplied in this Agreement, even if brought on by the negligence or reckless behavior of CAP. The most well-known research sources for buyers are online search engines (74% of all shoppers), auto components retailer sites (73%), manufacturer websites (57%) and automotive forums (47%), according to Hedges & Co. data.

You agree that CAP, in its absolute discretion, will be the sole judge of regardless of whether you have breached any provision of this Agreement and that any privileges or permission granted to you beneath this Agreement could be revoked, suspended or terminated by CAP at any time with out notice. is the greatest location to appear for all types of auto parts and accessories, which includes auto physique components, engine components, auto electronics, auto lamps, auto repair equipment, customized parts, tune-up components, aero kits, cosmetic accessories, and safety systems, and so forth. We are a single of the biggest distributors of auto components on the internet in the USA. Traditionally, people have bought their auto auto components from the Lahore Bilal Gunj auto parts marketplace and Karachi’s Plaza Market. Provides new Genuine replacement auto parts for all makes and models of autos. Several of its products are up to 70% off retail costs, but if you find any item advertised for a less costly price tag by a competitor, Auto Components Warehouse will match or beat the cost. As an authorised distributor with direct hyperlinks to the manufacturer, you have the complete backing that you only get through official channels i.e. complete access to official warranty backup, access to official item upgrades (exactly where applicable), installation suggestions and guides direct from the men and women who design and make the solution, and the guidance and backup that you get from becoming a valued member of a neighborhood who are proud to use the highest high quality goods offered in their cars. Primarily based on DENSO’s expertise as a major global supplier to all major automakers, the firm provides automotive service parts that contribute to safer and far more fuel effective driving, and vehicle accessories that improve the pleasure of your automobile experience. With over 17,000 AutoCare Centers, ASE certified technicians, and a 2 year peace of thoughts warranty you can trust your vehicle to NAPA. Our competitive prices make us one particular of the leading auto components distributors inside the marketplace and following you see our rates you wont ever step foot inside a dealership once more. The innovative search – by name, item ID or OEM quantity will assist you to locate automotive parts simply. Again, this CAP privacy policy and practices are separate from Costco’s practices. There is no far better way to put a private stamp on your ride than with a custom appear and our range of exterior accessories is packed with the items to make it take place. The Costco Auto Plan is operated in the United States by Affinity Auto Applications, Inc., carrying out business as Costco Auto Program” (CAP”, we”, us” or our”), which is an independent firm, not an affiliate of Costco Wholesale Corporation (Costco”). And even otherwise, the auto components market is largely unregulated exactly where shopkeepers set their own costs, often producing auto parts out of the attain of numerous. Get getting tips about Auto and Truck Accessories delivered to your inbox. We know you have a lot to take care of, so we are taking many added precautions to hold your vehicle protected, including disinfecting the regions touched by our trained experts. Roughly nine out of 10 customers do some kind of analysis online ahead of they obtain an auto part or accessory, says Hedges & Co. Buyers conduct on-line analysis even when they sooner or later acquire at a store. That’s why we carry over 150,000 genuine accessories crafted by the world’s very best designers. We have access to thousands of items presented from hundreds of makers properly beyond what you will discover right here on our website, so please e-mail or contact us if you do not see what you are searching for. Go to our Studying Center for professional knowledge on our parts & accessories. We carry head gaskets, motor oil, starters, alternators, water pumps, electrical components, de-greasers, windshield fluid, air filters radiator components, service components, washers, nuts and bolts of all shapes and sizes, industrial belts, oils and coolant. Auto accessories to upgrade your ride?. We would very considerably appreciate the chance to be your source for auto components and auto accessories for your auto, truck, van or SUV. The owners of these vehicles face three familiar difficulties when hunting for auto components – the parts are either not offered and if obtainable, they are not genuine. A assortment of on the internet vendors, consequently, supply auto decoration parts in Pakistan like alarm and safety accessories, audio, stereo, and speakers, seat covers accessories and associated accessories.

Buy auto components on the internet and have them shipped to a car parts installer. Jeep Wrangler Accessories Your Jeep Wrangler is not just a car, it’s a way of life that typically involves dirt, mud and debris. Connect Components is an on the internet retailer of automotive components and accessories. Legal Disclosure: We could transfer and disclose details, such as your Personal Info, to comply with a legal obligation when we think in great faith that the law needs it at the request of governmental authorities conducting an investigation to verify or enforce our applicable policies to respond to an emergency or otherwise to shield the rights, property, security, or safety of third parties, guests to the CAP Web site or the public. Casstime is an on the internet B2B marketplace for ordering auto spares. HAVE Much more THAN 1 Automobile THAT I GET Parts FOR.Rates ARE Using THEM FOR YEARS. Bring your VW campervan back to its former glory or go all out to produce a function of art that will go down a storm with all wannabe goal-built cabinets to recessed lighting to bring a significantly necessary glow after a day spent on a Cornish beach, browse from your garage in peace for all the campervan or motorhome components you of the vanIf your van is a essential element of your day to day life, you don’t have time to waste in shops generating confident that you are very good to go. There are thousands of various parts that you can choose from if you see that wear and tear is acquiring the better of your interiors, like seat sections, to a roof rack that provides you extra capacity for ladders, you can be prepared to get on with the can also supply components and accessories for massive truck and lorries , such as DAF, Scania and Volvo components.Garage ToolsOnce you have got the portion you want, there is a wide range of garage tools that will aid you get your vehicle up and operating in perfect order again. Our substantial user friendly on the internet components and accessories catalog makes it quickly and straightforward to have your automobile on the road in no time. If you are in need of a car’s spare element or any vehicle care accessory, just check out the Auto Parts section and find the very best accessories for your automobile right now. On the web shops like Components Geek are capable to decrease numerous of these expenditures, reduce out overhead costs, and offer you you components at the lowest achievable wholesale prices. We carry Ford Racing Performance Components and Accessories, and of course Ford, Lincoln, and Mercury Accessories. The website boasts of an impressive collection of components for owners of automobiles, trucks, jeeps and even SUVs. Our components associates are certified professionals when it comes to auto components and accessories. Access your very personal customized dashboard and a lot much more for the whole time you own the vehicle. Also, a developing quantity of auto parts and accessories companies now sell directly to shoppers on their internet sites. These components can be high-priced, but when you shop with Parts Geek, you can rest assured that you are buying overall performance car components at the very best possible costs. In its absolute discretion, CAP may terminate this Agreement at any time with or without having notice to you. Service Providers Performing Services on Our Behalf: We could share your Private Information with service providers that execute functions on our behalf (or on behalf of our partners), such as service providers that host or operate the CAP Web site, analyze data, fulfill inquiries or give buyer service, or participate in or administer our promotions or give marketing or promotional help. We are a U.S. owned and operated genuine OEM components shop with an extensive prepared-to-ship inventory of genuine OEM parts and accessories for all Buick, Cadillac, Chevrolet, Chrysler, Dodge, Fiat, Ford, GMC, Jeep, Kia, Lincoln, Mazda, Nissan, RAM, and Volvo vehicles. This is a fantastic internet site to go to to get the largest variety of auto parts at amazing prices. If the benefits of an investigation indicates that corrective action is required, U.S. Auto Parts will decide the acceptable steps to take, like discipline, dismissal, and attainable legal proceedings. For these interested in operating on their auto at residence, there are certain vehicle components and car accessories that can make life less complicated. It has formed several popular Auto, Motorcycle Parts & Accessories industrial regions, such as Guangzhou Automobile Light , Shenzhen Auto Electronics , Qingdao Tire , etc.

Genuine Mopar® components, genuine accessories and featured services, all to maintain your vehicle feeling brand new. Except as provided in the Privacy Policy , while CAP will make reasonable industrial efforts to make access to evaluation the Information available on a reasonable basis, CAP accepts no obligation to do so on any pre-agreed basis or at all. From the comfort of one’s home, a wide variety of high quality bike parts can be bought on the web. This privacy policy (Privacy Policy”), which is separate from Costco’s privacy policy, describes our policies and practices with regards to the collection, use and disclosure of your data as portion of the Costco Auto Program and our technology platforms, like, with no limitation, our site, mobile application, get in touch with center, text and chat communications, buyer surveys, interactive attributes and social media pages (collectively, the CAP Site”). If you have any questions or concerns relating to this Privacy Policy, please make contact with us at: Costco Auto Program, 10251 Vista Sorrento Parkway, Suite 300, San Diego, California 92121, Attn: Privacy Policy. But there’s no require to waste time trying to locate what you need to have at an auto components store when we can have the components necessary for your maintenance regimen like air, fuel, oil, and cabin air filters, motor oil, antifreeze, spark plugs, and wiper blades delivered right to your door. You can shop for your desired auto element or accessory according to the car make or item category. Costco Auto Plan, Costco Wholesale, Affinity Improvement Group and its subsidiaries make no implied guarantees or warranties to this information. THIS AGREEMENT DOES NOT EXCLUDE OR LIMIT CAP’S LIABILITY (IF ANY) FOR DEATH OR Individual INJURY Brought on BY CAP’S NEGLIGENCE, FRAUD, FRAUDULENT MISREPRESENTATION OR ANY MATTER WHICH IT WOULD BE ILLEGAL FOR CAP TO EXCLUDE OR Attempt TO EXCLUDE CAP’S LIABILITY. By 2022, U.S. on the web sales of auto parts and accessories will attain $19 billion, and digitally influenced sales will grow to $162.4 billion, Hedges & Co. projects. Topic to its privacy policies and applicable law, CAP shall be cost-free to modify, alter, delete, share the Data with Costco Wholesale, Participating Dealers and OEM’s and generally deal with the Data as it sees fit. We provide components for several discontinued models: You are going to uncover that we supply components for autos that had been made in 1940 up to the present day. Designed in consultation with sector, MITO’s instruction programme will supply you with the expertise and skills necessary to efficiently carry out components and accessories merchandising operations in an automotive atmosphere. The automobile parts and everything you might need to have for repairs and typical maintenance of your automobile are listed in a handy and comprehensive catalogue. Find your make and model and browse via the choice of components and accessories we have in stock for your vehicle. 9,260 auto components accessories merchandise are supplied for sale by suppliers on , of which other exterior accessories accounts for 17%, other auto components accounts for six%, and machining accounts for 1%. A wide variety of auto components accessories alternatives are obtainable to you, There are 9,260 suppliers who sells auto parts accessories on , mostly positioned in Asia. We take pride in delivering 1st class buyer service and best high quality auto components. We stock components for a wide range of tends to make and models, such as current vehicles and discontinued classics. Whether it’s installation time, match and finish, or even durability, our buyer feedback will aid you choose the perfect accessory or performance part for your ride. Tuhu delivers identical-day or subsequent-day automobile spares, delivery, maintenance and installation services. Whether you are head more than heels with a classic car or generating your hot hatch stand out from the crowd, the globe of auto maintenance and restoration is a single that transcends age, gender and brand loyalty.Sourcing components for your automobile can be part of the enjoyment realizing that with each and every addition, you’re generating your model that little bit greater, faster or sleeker. Air filters, brake pads, and fog lights are some of the things we carry that generally have to be replaced pretty typically, and you will discover them all correct right here along with well-known accessories like floor mats. Inc., No. 1 in the Net Retailer Prime 1000 , is anticipated to sell $six.3 billion worth of auto parts, accessories and auto care merchandise in 2019, plus $1.six billion in replacement components created by original gear companies (OEMs), bringing its total to practically $eight billion, Hedges & Co. says.

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Live Mature _Kathy_ Webcam Porn Model

She knew how much he liked the sauna for their extra horny romps; one, because it was the most sound proof room available, and two, because he really enjoyed getting hot and _Kathy_ porn with her. I would have to guess her age to be somewhere between mid and upper thirties. I was surprised at how messy the Ladies room was but I didnt care. I was deeply embarrassed and maybe even ashamed, to do such a thing, when he could come back and see it I reluctantly did as I was asked, figuring he knew more then I did about sex. The problem _Kathy_ webcam its almost not reposting to Literotica as almost no one bothers to vote and comment. She held him in one hand while the other reached forward holding him to her.

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22-40 98 street queens ny 11369 is a TWO STORIES - DETACHED SM OR MID property.

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The Regular Sanitation Pickup is on monday thursday and the Recycling Sanitation Pickup is on thursday . The Low Street Number is 22-40. The High Street Number is 22-40. The Street name is 98 STREET. The borough code is 4. The Tax Block is 01074. The Tax Lot is 0025. The preferred street name is 98 STREET. The building identification number is 4023457. The city council district is 21. The civil court district is 02. The community board is 03. The school district is 30. The United States congressional district is 14.

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stuck in the mittle

Mitt Romney’s Fund-raisers Seem to Be Having a Nice Time in Utah

FRANKENMUTH, MI - JUNE 19: Republican presidential candidate, former Massachusetts Gov. Mitt Romney shakes hands with people during a campaign event in front of the Bavarian Inn Lodge on June 19, 2012 in Frankenmuth, Michigan. Mr. Romney is on the last day of a five day bus trip through battle ground states as he battles President Barack Obama for votes. (Photo by Joe Raedle/Getty Images)
Romney mingling with the masses last week. (Joe Raedle/Getty Images) Photo: Joe Raedle/2012 Getty Images

This weekend was a big one for Mitt Romney’s top fund-raisers, 800 of whom descended on Park City, Utah’s Chateaux at Silver Lake for what at least one person called Republicanpalooza (the official, less fun-sounding name: Romney Victory Leadership Retreat.) The three-day gathering was billed as a way for major donors (those who had contributed at least $50,000 or bundled $250,000) to spend some quality time with the candidate and his team, along with GOP figures like Condoleezza Rice, Karl Rove, Jeb Bush, John McCain, Bobby Jindal, Paul Ryan, Michael Chertoff, and Mary Matalin. Plus, every attendee got a gift that would leave any Republican happy: a beige Vineyard Vines duffel bag embroidered with “Believe in America” on one side and a “circular flag-style emblem and ‘Romney’” on the reverse.

Unsurprisingly, the goings-on were very much closed to the press:

Reporters, unable to hear any of the addresses and asked to remain off the hotel property, wore a path on the sidewalk outside, notepads and cameras in hand. They hoped to catch an attendee who would share a morsel of information or staked out the parking lot to watch the black SUVs entering the hotel garage.

The guest list was pieced together by peering through the windows of arriving cars and searching flight records at nearby airports.

Here’s what we do know: Activities included a barbecue, an Ann Romney–hosted “Women for Romney victory tea,” a round of golf at nearby fancy course Red Ledges, and the opportunity to watch “Olympic ski jumpers do flips into a giant swimming pool.” At one point, Romney’s niece presented him with a giant oil painting she made of his face “infused with an American flag bearing the slogan, ‘American Strong,’” which she said inspires her uncle’s “emotional energy.” Attendees were also able to view the campaign’s daily strategy session and many, many panels and speeches, including talks with Rice, McCain, and Rove, who was, according to some, “the funniest speaker” of the weekend.

Mr. Rove playfully mocked a Wall Street banker for his casual wardrobe: a baseball cap, gray hooded sweatshirt and a pair of worn bluejeans.

You’re the most underdressed banker I’ve ever met,” Mr. Rove told him.

After Mr. Rove walked away, the gaggle of men excitedly recounted the conversation, reveling in their access.

Romney himself was said to be “noticeably relaxed” as he attended policy seminars and mingled with donors. His Friday night remarks, while “nearly identical” to his typical stump speech, were described as “more confident, comfortable and enthusiastic than usual.” And it seems that the combination of laid-back hang time and hard-core access worked its intended magic on the candidate’s guests, who were frequently said to be “looking for a return on their investments.” As one lobbyist and fund-raiser in attendance put it, “A lot of people will go home and call a bunch of their friends and raise more money.”

Romney Fund-raisers Enjoying Utah Retreat


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Businesses and bystanders feeling pain of George Floyd riots

As protests erupt into fire and violence across the country, merchants, the poor and innocent bystanders are feeling the pain.

In Minneapolis, African and Latino immigrants transformed East Lake Street into a place bustling with restaurants, nail salons and auto repair shops. This week they watched all their hard work smash and burn.

Abdishakur Elmi sat in his car Friday watching flames rage from the building next door to his Hamdi Restaurant, which he opened after migrating from Somalia in 1996.

“I don’t see the government,” Elmi, 55, told the Los Angeles Times. “I don’t see the power.”

He noticed East Lake Street mainstays were looted, including a Nordic bakery and meat market. Elmi and his restaurant supplier, Mohammoud Abdi, told the Times the damage reminded them of their younger days in Somalia, where militants ruled.

“We don’t have law and order,” said Abdi, 47.

Some business owners tried in vain to protect their shops from looters by taping soaring messages of solidarity in their windows, the LA Times reported, including “African owned business” and “We support our small diverse and minority businesses.”

Those windows were still smashed.

In Brooklyn, broken glass littered the sidewalk in front of the 88th Precinct stationhouse on Dekalb Avenue in Fort Greene Saturday, as battered police cars were towed.

“People come and go crazy. It’s dangerous. Yes, it’s a lot of work,” lamented Pratt Institute groundskeeper Camilo Basquez, of the cleanup. “People have kids that walk here.”

A block south on Lafayette Avenue, Starbucks had boarded up its broken windows.
Across the street, at Paradise Deli and Grocery, frightened cashier Ali Mohammed said, “Big problem. This street filled up, crazy. A lot of problem.”

Some nearby businesses displayed signs of support for protesters that read, “#Justice for George,” “#Say his name” and “#Black Lives Matter.”

Fresh graffiti covered the front of Barclays Center plaza and its surrounding bollards.

“There is graffiti everywhere all over the main plaza,” said building service manager Douglas Lemberg, who had men trying to powerwash it off.

While they were cleaning, a brazen 25-year-old vandal scribbled “F–k NYPD, f–k cops, let people go! Stop killing innocent human beings” on a nearby fire hydrant.

Additional reporting by Georgett Roberts and Khristina Narizhnaya

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Sillian Airport Transfers

Airport Transfers to Sillian

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FC Seoul   -   Jeju United

FC Seoul
a month 20th Jul 21, 06:30h 20 Jul 06:30
Jeju United
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Referee -
Stadium World Cup Stadium
Location Seoul, Republic of Korea
Weather Forecast 27°

Who will win?

Possible Lineups

FC Seoul FC Seoul Jin-Sup, Park
Jeju United Jeju United Nam, Ki-Il
Han-Been, Yang
Y. Han-Been 21
Jun-Ho, Hong
H. Jun-Ho 15
Won-Gun, Kim
K. Won-Gun 40
Jong-Gyu, Yoon
Y. Jong-Gyu 23
Jin-Ya, Kim
K. Jin-Ya 17
Barba, Osmar
O. Barba 5
Sanghoon, Paik
P. Sanghoon 35
Ki, Sung-yueng
S. Ki 8
OH-Yeon, Cha
C. OH-Yeon 66
Jae-Won, Shin
S. Jae-Won 77
Han-Min, Jung
J. Han-Min 19
Seung-Hun, OH
O. Seung-Hun 21
OH-Kyu, Kim
K. OH-Kyu 35
Kwon, Han Jin
H. Kwon 5
Woon, Chung
C. Woon 13
Won-Jae, Park
P. Won-Jae 33
Jeong, Woo Jae
W. Jeong 22
Young-wook, Kim
K. Young-wook 14
Lee, Chang-Min
C. Lee 8
Dong-Ryul, Lee
L. Dong-Ryul 37
Joo, Min-Kyu
M. Joo 18
Fernandes, Gerso
G. Fernandes 11
World Cup Stadium

K League standings

Top Scorers

Player Matches Assists Goals
Palocevic, Aleksandar
Aleksandar Palocevic
15 2 4
Sangho, Na
Na Sangho
13 0 4
Ki, Sung-yueng
Sung-yueng Ki
13 1 3
Park, Jung-Bin
Jung-Bin Park
9 0 1
Player Matches Assists Goals
Joo, Min-Kyu
Min-Kyu Joo
16 0 11
Jeong, Woo Jae
Woo Jae Jeong
19 0 2
Ahn, Hyun Beom
Hyun Beom Ahn
15 1 2
Fernandes, Gerso
Gerso Fernandes
13 1 1
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Shared Governance Models: The Theory, Practice, and Evidence

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Mary K. Anthony, PhD, RN

Nursing practice models provide the structure and context to organize the delivery of care. Shared governance is a model of nursing practice designed to integrate core values and beliefs that professional practice embraces, as a means of achieving quality care. Shared governance models were introduced to improve nurses’ work environment, satisfaction, and retention. The purpose of this article is to review representative published evidence of shared governance and to evaluate whether shared governance has lived up to its promise and potential. Theoretical and empirical evidence will be examined and discussed in an attempt to answer whether shared governance, as an organizational form of nursing practice, has achieved the positive outcomes it intended.

Citation: Anthony, M., (January 31, 2004). "Shared Governance Models: The Theory, Practice, and Evidence". Online Journal of Issues in Nursing. Vol. 9 No. 1, Manuscript 4. Available:

Key words: shared governance, professional practice models, nursing models

"Reorganization in health care institutions is currently the rule rather than the exception. All health care players are attempting to strategically position themselves in the marketplace. What do these changes mean for nursing: How can nursing best respond?" (Porter-O’Grady, 1987, p. 281). These words written 25 years ago are as relevant and appropriate today as they were then. During these years nursing administrators have responded by restructuring and evaluating nursing care delivery systems to meet the challenges of maintaining a professional practice in a cost and resource constrained environment while focusing on achieving positive patient, nurse, and organizational outcomes.

Nursing in acute care is delivered under a group practice model that provides the structure and context to organize the delivery of care (Brennan & Anthony, 2000). Various configurations of practice models have emerged that range from those that are based on patient assignment (such as team nursing), accountability systems (such as primary nursing), managed care (such as case management), to care systems explicitly based on professional values and ideals of autonomy, decision making and participation (Anthony, Brennan, O’Brien, & Suwannaroop, in press). These latter models include those identified as shared governance models. Conceptually, governance models are appealing because they are designed to integrate core values and beliefs that professional practice embraces as a means to achieve quality care. However, over the past several decades, administrators, researchers, and clinicians have struggled to understand what shared governance is, how it works, and whether it in fact works. The purpose of this article is to review representative published evidence of shared governance and to evaluate whether shared governance has lived up to its promise and potential.

Shared Governance: The Theory

The earliest foundation for shared governance arose from the human resource era of organizational theories.

The theoretical underpinnings of shared governance come from a broad set of perspectives that includes organizational, management, and sociological theories. Understanding the variation in these theoretical viewpoints helps us to appreciate the history of how shared governance models were designed and implemented. The earliest foundation for shared governance arose from the human resource era of organizational theories. This era represented the first departure from the traditions of scientific management. Theorists such as Herzberg (1966) and McGregor (1960) championed employees as an organization’s most important asset encouraging organizations to invest in employee motivation and growth. Thus, practices such as autonomy, empowerment, involvement, and participation in decision making were advocated (Bolman & Deal, 1997). From the human resource era emerged business and management philosophies that directly influenced the development of shared governance models. For instance, Deming (1986), who introduced new concepts of quality management, proposed that an organization’s work environment value quality, empower the worker to be more productive, and emphasize leadership and team building. Forms of shared governance appeared that were formed in alliance with an organization’s quality management initiatives (Gardner & Cummings, 1994; Thrasher et al., 1992).

From a management perspective, Kanter’s theory (1977, 1993) on structural power has been instrumental in the development and formation of shared governance models as care delivery systems (Edwards et al., 1994; Jones, Stasiowski, Simons, Boyd, & Lucas, 1993; Prince, 1997), and it has influenced broader redesign initiatives that emphasize work empowerment (Erickson, Hamilton, Jones, & Ditomassi, 2003; Laschinger, Almost, & Tuer-Hodes, 2003; Laschinger & Havens, 1996; Laschinger, Sabiston,& Kutszcher, 1997; Laschinger, Wong, McMahon, & Kaufman, 1999; Sabiston & Laschinger, 1995). The assumptions proposed by Kanter (1977, 1993) suggest that formal and informal power permit access to work empowerment structures (opportunity, resources, support, and information) that enable workers to accomplish their work. Being empowered suggests a model of shared governance where decisions are made at the point of service (Porter-O’Grady, 1995).

With the formation of second-generation shared governance models, the influences from organizational designs, such as self-managing work teams, began to emerge.

With the formation of second-generation shared governance models, the influences from organizational designs, such as self-managing work teams, began to emerge (Norby, 1995; Perley & Raab, 1994; Song, Daly, Rudy, Douglas & Dyer, 1997). The philosophy behind self-managing work teams assumes those work groups, who are jointly responsible for achieving goals, lead themselves (Jones, 2004) and thus have authority and control over the work and access to information (Perley & Raab, 1994).

While most of the aforementioned theories address the worker directly, some shared governance models have been guided from the perspective of the leader (DeBaca, Jones, Tornabeni, 1993; Kennerly, 1996). These leadership theories operate from the supposition of shared leadership; and the role of the leader is to facilitate, coach, model, and serve as an information resource (Minnen et al., 1993).

Turning to yet another perspective, the sociology of professions has also strongly influenced shared governance (Havens, 1994; Westrope, Vaughn, Bott, & Taunton, 1995). In these perspectives professional autonomy is the basis for managing the care environment (Maas & Jacox, 1977). Society grants professionals, by virtue of their specialized knowledge, the right to control their own activities (Greenwood, 1966; Merton, 1960) and be self-directed in the performance of their work. Thus, shared governance, as an organizational form, has potential to bridge differences between the traditional bureaucratic models, characterized by centralized decision making, with professional models that are distinguished by independent authority for decision making.

Each of these theoretical influences arises from a particular set of organizational, management, or professional lenses that have similarities and differences. These perspectives are similar in the broadest sense in that they assert that the professional nurse is an important stakeholder in the organization. As such, nurses should actively participate in controlling the work environment and in making decisions that are necessary in carrying out their scope of work to perform their professional tasks. Conversely, these disciplinary perspectives differ in their orientation to the degree that they range from the nurse being "granted" the power to function autonomously (Kanter, 1977) to the nurse having the professional right to act autonomously (Maas & Jacox, 1977). These opposing orientations may underlie how shared governance is defined and implemented.

In the past 25 years, these philosophies have been integrated into the professional practice of nursing. Early descriptions of shared governance describe it as an accountability-based system for professional staff (Porter-O’Grady, 1987). As our understanding of shared governance has increased, conceptual models depicting it have evolved from linear, reductionistic representations (Allen, Calkin & Peterson, 1988; Ortiz, Gehring, & Sovie, 1987) to dynamic, integrated circular representations (Evan, Aubry, Hawkins, Curley, & Porter-O’Grady, 1995; McDonagh, Rhodes, Sharkey, & Goodroe, 1989) that reflect its multidimensionality. The evolution of these representations may reflect transitions from first generation models of shared governance that were aligned with bureaucratic traditions to second generation models that reflected broader multilevel involvement (Minnen et al., 1993).

The diversity of theoretical perspectives has resulted in a variety of contemporary definitions of shared governance.

The diversity of theoretical perspectives has resulted in a variety of contemporary definitions of shared governance. Hess (1998) describes governance as including the "structure and process by which organizational participants direct, control, and regulate the many goal oriented efforts of other members" (p. 35). O’Malley (as cited in Prince, 1997), portrays shared governance as an "accountability-based governance system that shares power, control, and decision making with the professional nursing staff within a clinical decision making framework" (p. 28). Porter-O’Grady (2001) says that shared governance, as a dynamic, is a way of conceptualizing "empowerment and building structures to support it" (p. 470) and embodies four principles: partnership, accountability, equity, and ownership.

Although these definitions differ in their depth, scope, and reflection of the influences of theoretical perspectives, common characteristics exist. These include autonomy and independence in practice, accountability, empowerment, participation, and collaboration in decisions that affect individual patient care, the more general practice environment, and group governance (Burnhope & Edmonstone, 2003; DeBaca et al., 1993). These characteristics represent professional nursing ideals. Thus governance models that are based on these ideals should translate into the realities of the organization through organizational designs that allow nurses the freedom to fully participate in the practice of nursing and in shaping the work environment in which patient care occurs.

However, despite some consensus on several of the key characteristics of governance models, the variations in the theoretical underpinning from which they are derived results in definitional ambiguity that invariably leads to implementation of alternative forms that are adapted on a case-by-case basis (Hess, 1998). For instance, four configurations of shared governance have been described by O’May and Buchan (1999). Unit-based systems are governance models specifically tailored to an individual nursing unit. Councilor models are designed using any number of department level councils as a method to coordinate clinical and administrative activities. Administrative models reflect an executive level of coordination over the activities of smaller councils. Seen less frequently is the congressional model, where all nursing staff belong and work is given to cabinets.

As these various forms of shared governance are implemented at different organizational levels, the extent of authority, decision making, and participation that resides with the bedside nurse varies (Bernreuter, 1993). Further, the boundaries defining governance can range from direct patient care decisions to decisions for managing the work environment (Burnhope & Edmonstone, 2003; Hess, 1995). Hence, shared governance models have taken on variations in form and scope. Consequently, designing rigorous empirical evaluations of the process itself and the effects of shared governance can be difficult.

Shared Governance: The Evidence

The evidence supporting the benefits of shared governance models ranges from case study exemplars, where implementation stories are told, to formalized, research-based evidence. The exemplars describing implementation of shared governance largely represent earlier work and provide a road map for designing governance structures both on the unit and at the divisional level (Alvarado, Boblin-Cummings, & Goddard, 2000; Evan et al., 1995; Ireson, & McGillis, 1998; Jacoby & Terpstra, 1990; Jones & Ortiz, 1989; McDonagh, et al., 1989; Ortiz, Gehring, & Sovie, 1987; Peterson, & Allen, 1986a; 1986b; Relf, 1995; Shidler, Pencak, & McFolling, 1989). These studies provide anecdotal evidence of success with subjective appraisals of outcomes that include better relationships and team harmony, fewer conflicts, job satisfaction, communication, collaboration, professional growth, and lower turnover (Anderson, 1992; Brooks, Olsen, Rieger-Kligys, & Mooney, 1995; Daugherty & Hart, 1993; Evan et al., 1995; Kovner, Hendrickson, Knickman, & Finkler, 1993). While these outcomes reflect the important product of shared governance, there has been little attention paid to evaluations describing the extent to which shared governance is implemented (O’May & Buchan, 1999). Hess (1998) argues that examination of outcomes at any level is suspect if we cannot measure the extent that governance exists. Toward this end, he has developed and validated an 88-item instrument to evaluate the distribution of governance (Hess, 1998). Despite the development of this tool, it has had very limited use by other researchers. In one specific study, George, Burke, and Rogers (1997) used Hess’ tool to evaluate nurses’ perception of governance after hospital acquisition.

Parallel to the descriptions and anecdotal appraisals of shared governance are the research-based studies that focus on the outcomes of shared governance and which refer to the benefits to the organization, nurse, and patient. As described in the review that follows, the vast majority of these evaluations report the findings of shared governance in a single setting with either cross-sectional or longitudinal time frames.

Organizational Outcomes

In general, the evidence suggests an improved financial picture after implementing shared governance, resulting from either costing savings or cost reductions.

Changing to a governance model of nursing most often involves moving from a hierarchical structure to the councilor structural form of shared governance that targets decision making across types of decisions (O’May & Buchan, 1999). Moving decision making to a different organizational locus has reportedly both a direct and indirect financial impact. In general, the evidence suggests an improved financial picture after implementing shared governance, resulting from either cost savings or cost reductions. Jenkins (1988) found that the change in committee structure resulted in an overall increase in the number of hours spent in meetings, but the meeting hours per full time employee (FTE) dropped. In the evaluation by DeBaca et al. (1993) of a councilor model of shared governance, nearly six million dollars in saving was realized over five years and was attributed to the elimination of temporary agency nurses and reductions in recruitment and orientation costs. Considerable savings were realized even after accounting for the financial investment of implementing a governance model. In a quasi-experimental matched group design, Zelauskas and Howes (1992) found that over a 30-month period, the shared governance unit outperformed the control unit. When compared to baseline, the shared governance unit had a 1.5% reduction in non salary costs per patient day, 18% fewer sick hours per FTE, and an 11% reduction in turnover. Finkler and colleagues (1994) evaluated the costs associated with initiatives to improve recruitment and retention across 37 hospitals. In the three hospitals where shared governance models were implemented, there were lower innovation costs per bed as compared to other delivery models such as case management, and a 7.5% improvement in RN hours per patient day; but there were no differences in the number of nurses recruited.

In some instances, the financial performance related to productivity, cost efficiency and effectiveness, working conditions, length of stay, absences, and turnover have been reported but not substantiated with explicit data (DeBaca et al., 1993; Jenkins, 1988). Else financial performance was associated with the implementation of shared governance along with other organizational changes such as case management, product line management, and quality assurance models so the independent influence of shared governance could not be established (Brodbeck, 1992).

Work Environment

One of the early but enduring goals of shared governance was to improve the work environment of nurses, their satisfaction, and retention (Kennerly, 2000; O’May & Buchan, 1999; Rose & Reynolds, 1995). The studies reviewed here defined and operationalized the work environment in a variety of ways, utilized designs that vary in scientific rigor, and typically sampled from single sites. Studies reported findings that supported mixed conclusions as to whether or not shared governance improves the environment.

Studies reported findings that supported mixed conclusions as to whether or not shared governance improves the environment.

Similar to the studies using anecdotal exemplars, Thrasher et al. (1992) used a descriptive case analysis methodology. These investigators identified the benefits of using a quality assurance council in shared governance as a method to increase nurse autonomy, authority, and accountability.

A number of pre/post shared governance implementation studies demonstrate its effect on the work environment. Jones et al. (1993) evaluated the work environment after implementation of shared governance on 29 patient care units over a three year time period. This model included councils on both the unit and departmental level. Statistically significant improvements in the decision-making style of managers were seen in the second year. Professional job satisfaction improved in all three years and organizational job satisfaction and anticipated turnover improved during the second and third years. However, there was no improvement in group cohesion or job stress. Similarly, Edwards et al. (1994) reported a perceived increase in autonomy, communication, decision making, and sense of team when shared governance was implemented on one intensive care unit.

Prince (1997) evaluated the effects of implementing shared governance on the unit based work environment using a pre/post survey design with site specific instrumentation. Of 34 staff nurses responding to the survey, after shared governance was implemented, there was a 6-7% improvement reported in receiving information nurses needed to do their job and information being received in a timely way. Paradoxically though, nurses reported an approximately 21% increase in never being told about changes that affect their work. Similarly, there was an 8% decrease in job satisfaction and a 31% decrease in committee work. However, nurses reported a heightened awareness of nurse empowerment. Turnover rates remained unchanged.

Westrope et al. (1995) described a councilor model of shared governance in one hospital with implementation processes occurring at both the organizational and unit levels. Shared governance was operationalized as control over practice. Midway through their three year implementation, control over practice was moderately related to task identity (r = .54), job involvement (r = .31), satisfaction with worker interaction, quality of care, and job enjoyment (r’s = .23 to .27), and organizational commitment (r = .42). Satisfaction and commitment increased the longer shared governance was in place. Over the three years, turnover rates declined from 19% to 6%.

Using investigator-developed instrumentation and a pre/post design, Ireson and McGillis (1998) reported that after 12 months, there was greater sense of cooperation among employees, and nurses felt their contributions made a difference to their department, but there was no change in their sense of contribution to the hospital or patients. However, there was an improvement in unit-based patient satisfaction. Further, nurses reported that shared governance provided the structure for more effective and lasting problem solving.

In a quasi-experimental design conducted by Kennerly (1996), nurses working on shared governance units had more interpersonal conflict after six months. However, no other differences were found in nurses’ autonomy, role ambiguity, role conflict, self-perceived effectiveness, job satisfaction, organizational commitment, or anticipated turnover at either 6 or 18 months. Similar findings were reported by Zelauskas and Howes (1992) who reported no differences at 6, 12, and 30 months in aspects of the work environment (skill variety, task identity, feedback, dealing with others, friendship opportunities) except for an increase in autonomy at 30 months.

In a post implementation only descriptive study, Ludemann and Brown (1989) evaluated a congressional model of shared governance on work environment characteristics (personal power, workload, climate for innovation, influence) and job satisfaction. Although methodologically weak, nurses were asked to recall (at 18 and 24 months) their attitude toward the work environment before shared governance was implemented as well as to measure their current attitude. Nurses reported their work environment post implementation to be significantly more positive as compared to their recall of the work environment 18 months earlier. However, the absolute mean difference was small (.12 on a scale of 1-6). The amount of influence nurses reported was also statistically significant but again the mean difference was small (.56 on a 1-5 scale).

Richards et al. (1999) evaluated the effects of a councilor model of shared governance on the overall culture of excellence. Interestingly, after two years, there was a statistically significant decrease in autonomy, but an increase in being close to the customer and a perception that the organization was leaner with more decentralized decision making. In a qualitative analysis, nurses reported a feeling of empowerment and improved communication.

Nurse Satisfaction

Nurse satisfaction has been considered a key outcome of shared governance and has often been included in the evaluations of the work environment as described above. However, because a professional practice model, such as shared governance, is believed to enhance nurse satisfaction, it has also been addressed specifically. As in the evaluation of other outcomes, consistent relationships between shared governance and nurse satisfaction have not been found. In some cases, nurse satisfaction was found to improve when shared governance was implemented (Jones et al., 1993; Ludeman & Brown, 1989; Vilardo, 1993; Zelauskas & Howes, 1992); yet others have reported no change or decreased satisfaction (Hastings & Waltz, 1995; Prince, 1997; Zelauskas & Howes, 1992).

Stumpf (2001) conducted a multisite ex post facto correlational study involving 16 patient care units across 5 hospitals. Comparing units with shared governance models (n = 8) to units with traditional governance models (n = 8), nurses working on the shared governance units had a more positive composite constructive culture, as well as higher job satisfaction that reflected greater satisfaction with the work, professional status, cohesion, and administration. Shared governance units however, reported a lower retention rate than the traditional units.

In an extension of the evaluations of shared governance, Hastings (1995) used a secondary analysis to compare the outcomes of a hospital-wide change to governance between nurses working in different specialties. Nurses working in ICUs (n = 11 units) had higher job satisfaction, increased perceptions of giving high quality care, and were more positive about peer support and involvement in decision making than nurses working in general units (n = 15 units).

Research Summary

In summary, the organizational, work environment, and job satisfaction outcomes of shared governance have not consistently supported its anticipated benefits. In general, there have been reported financial improvements in shared governance environments, but the indicators vary by study. Additionally, some of these improvements have not been objectively supported but have been based on subjective appraisals. Benefits to the work environment have been generally disappointing. Indicators and measures assessing the work environment varied widely across studies. While in many cases, there have been improvements in those characteristics, such as autonomy, communication, and decision making that is consistent with professional ideals, these have not been consistent over the range of studies having multiple designs, sampling, and measurement strategies. Other presumed benefits of shared governance that reflected improved work team dynamics such as cohesion, commitment, and conflict were similarly mixed. Likewise, turnover has been found to improve, decline or remain unchanged. Inconsistencies reported in job satisfaction not only included whether or not it improved but also included variations in how it was operationalized.

The review of the literature leads nursing scholars, administrators, and practitioners to ask whether or not shared governance, as an organizational form for nursing practice, has lived up to its potential.

The review of the literature leads nursing scholars, administrators, and practitioners to ask whether or not shared governance, as an organizational form for nursing practice, has lived up to its potential. In this uncertain health care environment, a straightforward yes or no answer would provide clearer direction to those who are responsible for shaping and evaluating practice models. Unfortunately, the appraisal of the multiple complex and integrated factors of where we have been and what we have done does not offer simple clarity. Several areas for discussion are presented.

Variations in theoretical perspectives lead to variations in implementation. Thus, clarifying these influences may help us to understand the contradictory findings found from the empirical assessment. Autonomy, empowerment, leadership, decision making, and control over practice are recurring concepts in defining shared governance. For example, depending on the theoretical lenses, Kanter’s (1977) framework might suggest that empowerment may lead to autonomy. However, if the sociology of profession set of lenses is used, autonomy leads to self-direction, hence empowerment. Each of these perspectives influences what is studied and how it is studied. The lack of theoretical clarity and common philosophical assumptions in which models of shared governance were designed leads to a disjunction between the theory and the practice. To move forward, a critical question to sort out is whether professional values, such as autonomy and decision-making are defining characteristics of shared governance, whether they are antecedent to shared governance, or whether they are a consequence of shared governance (Kennerly, 2000). The intellectual debate here will be to address what is the most relevant and meaningful theoretical perspective to guide shared governance.

Consistent conceptual guidance has not been evident in designing shared governance models. However, we should not dismiss the value of the existing anecdotal accounts. These individual case studies provide us with conventional wisdom. On one hand, these individual descriptions of implementation offer an experiential representation or "know how" of how this organizational form might be implemented in the field. On the other hand, however, these accounts identify the difficulties inherent in its conceptualization and implementation as a project versus a process, complexities in the management of time, communication, acceptance, and leadership (Burnhope & Edmonstone, 2003; Hibbard, Storoz, & Andrews, 1992; Reif, 1995).

Few studies have used rigorous designs.

Few studies have used rigorous designs. Most assessments of shared governance outcomes are limited to description and cross sectional (e.g., Brodbeck, 1992; George et al., 1997). The few pre-post implementation and quasi-experimental designs that allow for comparisons were usually conducted either in a single hospital or with a limited number of units. In general, response rates to surveys were small and sometimes had too few respondents or too few units to have confidence in the findings (e.g., Ludemann & Brown, 1989; Prince, 1997; Richards et al., 1999). Since multi-institutional research poses multiple challenges and dilemmas, only a few studies were conducted across multiple institutions (e.g., Finkler et al., 1994; Stumpf, 2001). Overall the design and sampling limitations restrict the confidence in and the generalizability of the findings.

A minority of studies were longitudinal. These studies were characterized either by beginning measurement after implementation, without baseline data (Finkler et al., 1994; Ludemann & Brown, 1989; Thrasher et al., 1992) or studies characterized by varying time frames. While longitudinal designs permit the researcher to examine changes in the phenomenon over time, the time intervals in which key outcome variables were measured ranged from 6 months (Ireson & McGillis, 1998) to 60 months (Jenkins, 1988). Implementation of shared governance reflects a cultural change that takes 3 to 5 years to embed (Porter-O’Grady, 1996), thus evaluations done in the early phases of implementation may not reflect the change in governance distribution. The inconsistent findings, like those related to autonomy, satisfaction, and turnover are therefore not surprising. Further, measurements conducted too early may reflect statistical significance, but the effect size may be too small to have practical significance (e.g., Ludemann & Brown, 1989)

...evaluations done in the early phases of implementation may not reflect the change in governance distribution.

There was a wide range of measurement strategies used in the studies that were reviewed. For instance, in some studies, job satisfaction was measured using standardized and well-validated instruments (e.g., Jones et al., 1993; Kennerly, 1996). In other studies, study specific, in-house measures were developed (Brodbeck, 1992; Ireson & McGillis, 1998). It is difficult to make comparisons across sites when important concepts are conceptualized and operationalized differently, so statements about the generalizability of findings must be made with caution.

The organizational level where shared governance was implemented also varied. Whether shared governance is implemented on a unit-based or a divisional level of the organization has implications for processes such as communication and decision making. Specifically, the network of communication is considerably larger when shared governance is operationalized on the organization level as compared to a much smaller network on a unit level. Similarly, timeliness of decision making is affected by the organizational location of shared governance. It is intuitively logical that decisions made at the point of action (unit) would be made more quickly than at the broader organizational level. Further, the scope of decisions made by nurses in a shared governance model may also be different. Competing positions have been documented in the literature about unit level implementation. Some challenge whether governance on the unit level is really a governance system at all (Hess, 1994), while others propose the importance of unit level implementation (Hastings & Waltz, 1995).

Assessing the level of analysis also has an empirical consideration. Kennerly (1996) identifies one of the defining characteristics of shared governance as being team decision making. Yet researchers of shared governance have largely limited their analysis to the individual nurse rather than aggregating it to include the unit or relevant work group. If nursing in acute care is a group-based practice, then the realities of shared governance require group-based structures and processes.

Two assumptions about shared governance have been made and taken for granted. First, as Hess (1996) points out, when shared governance models are implemented, it is assumed that governance is redistributed. Without measuring the change in distribution, we don’t know whether the intention of redesign has been achieved. Secondly, Porter-O Grady (1996) reiterates what others have also stated: we presume that nurses want to participate in decision making, but this assumption is also not validated. Certainly, if nurses have authority for decision making, that does not necessarily mean they choose to exercise it (Anthony, 1999), and thus organizational designs will not achieve this end. Future shared governance models will need to reconcile these issues.

Future Directions

...a commitment for investing adequate resources to design and conduct multi-institutional research that evaluates the structure and context in which nursing care is delivered will pay off...

While shared governance has made progress toward living up to its potential, we again need to refer to the question Porter-O’Grady (1987) asked 25 years ago. How can nursing best respond? Nurse researchers can put shared governance research on the spot by increasing the scientific rigor of the research. To do so means that we need to better understand what shared governance is about. Strategies such as workshops and focus groups that clarify its theoretical perspective and direction (determining the antecedents, attributes, and consequences) are needed. To maximize this effort, it must be done in coordination with a consortium of stakeholders. Participation by researchers, administrators, nurse executives, and staff is needed in order to come to a common understanding of the shared governance concept.

Identifying gaps between the perception of shared governance and its actual implementation will continue to serve as a road map for yet another generation of shared governance models. Lastly, a commitment for investing adequate resources to design and conduct multi-institutional research that evaluates the structure and context in which nursing care is delivered will pay off as we then can really begin to understand the contribution of nurses to outcomes.

In summary, the benefit of evaluating whether shared governance has lived up to its expectations is found in how it will help shape the future.

Shared governance, as a care delivery model, requires a paradigm shift.
Shared governance, as a care delivery model, requires a paradigm shift. Porter-O’Grady (2001) succinctly states that shared governance is a way of conceptualizing empowerment and structures to support it. If the essence of shared governance is empowerment, then why has it been so difficult to achieve it as an organizational reality with corresponding benefits? Randolph (2000) concludes that this journey requires a significant transition in how employees, managers, and organizational systems interact. How we as a profession decide to conceptualize shared governance and what assumptions we make may be less important than how we transition into new relationships. The decisions made will need to have stronger theory-practice link so evaluations of new models will build our theory, science, and practice.

Mary K. Anthony, PhD, RN

Dr. Anthony received her PhD in nursing from Case Western Reserve University. Her prior experience as an administrator, responsible for care delivery systems, piqued her curiosity in understanding the effects of redesigning care delivery systems. In her current position, Dr. Anthony has received funding to describe and evaluate models of care. Her research includes how the structure and process of nursing care affect patient, nurse, and organizational outcomes.

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Anderson, B. (1992). Voyage to shared governance. Nursing Management, 23(11), 65-67.

Anthony, M .K. (1999). The relationship of authority to decision making behavior: Implications for Redesign. Research in Nursing & Health, 22, 388-398.

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© 2004 Online Journal of Issues in Nursing
Article published January 31, 2004

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venus | atlas

credit: wired /

atlas is a series based on the planet songs off of sleeping at last’s atlas: year one.
this is venus: a reflection on discovery and love .

The space between the tangle of limbs that we are is heavy with wonder and potential. I remember the first time I stood close enough to you to realise that I could see you, after years of telling myself that I would never find you. I checked and double checked every feeling I had, just to be sure, but there I was: leaning into the white-hot heat that you were and are; my calculations for naught.

Like this, bodies touching no longer a dream, I start to question whether this quest was worth what I set out for. I looked for you and somehow, despite my search, I was the biggest find of the search. Me and all one billion fragments of myself spun far out looking for whatever we thought could be you. I learnt that too many different focuses really mean no focus at all, and found myself caught up in the sparkly wreckage of everyone and everything else. Somehow, you saw me looking out. You pulled me into frame, and I wondered if I knew that I could see you. I saw you, but did I know I did?

Now, your legs draped over mine and our fingers knotted together, I see you. Without the charts to fill, without the measurements that I religiously held this search to and without mistaking you for a mass of dancing stars rather than the celestial superpower that you are, I see you. I am helpless for the most part. My undoing is my becoming, and I see you.

Together is a place with you. Here – together – I realise that what I’m saying, what I’ve been saying is that this has been an awakening. That you are my awakening.

Astronomy in reverse; it was me who was discovered.

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Bloom in the Park – Malmo, Sweden

According to the Michelin guide, Bloom in the Park in Malmo, Sweden is “a restaurant with a difference: it has no menu and no wine list! Boldly flavoured, eye-catching dishes use imaginative, original combinations of top quality ingredients, including organic herbs and flowers from their greenhouse. It’s set in a pretty lakeside lodge and has a … Continued


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Love God. Love People. Ladies' Tank Top

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Known as AMMPARO, the strategy is a holistic approach to accompany this vulnerable population today and in the future. Through the upholding of human rights, addressing the root causes of forced migration, working towards just policies and engagement of the church body, AMMPARO works to find solutions that will acknowledge the humanity in all of God's children.

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For the First Time

Written by Corbyn Small on March 6, 2013 in General

Experiencing something for the first time seems to bring energy, excitement, and fresh perspectives. Whether it is you doing something for the first time, or being a part of someone else’s first monumental leap, we’re drawn in.

I think back to just a year ago, when I was able to sit across from my 1-year-old nephew as he took some of his first steps. At this point in his life, he was able to crawl faster than I could and was reaching those second and third shelves that had not quite required ‘baby proofing.’ As I sat on the floor in my brother’s home, I watched as he (my nephew, not by brother) slowly put one foot in front of the other, hold his arms outstretched, and teeter his way across the carpet and into my arms. We cheered and his face burst with delight as he began his journey into the world of walking and running (which looked a lot like a perpetual fall forward at first).

Two weeks ago, a few of my friends and I took some of our own first steps in a new direction and I couldn’t be more excited to have been a part of it.

Every year, international nonprofit organizations take individuals, church leaders, and other passionate partners abroad to see how their partnerships are transforming lives. Plant With Purpose calls these visits Vision Trips. The impact comes from relationships built and testimonies shared in firsthand experiences. There’s no substitute for standing across from a mother as she describes how difficult life used to be just to get by and then hearing how her family’s life has changed as she can now provide nutritious veggies and an education for her kids all because someone believed in her. Witnessing transformation in the lives of others changes the way you see the world.

This recent trip wasn’t a typical Vision Trip. In cooperation with HOPE International, Edify, and Plant With Purpose, a group of us traveled to the Dominican Republic to see where God was at work…through each other’s organizations. It was a trip designed with collaboration in mind. The three organizations each invited young leaders who had partnered with our nonprofits independently to come to the Dominican Republic and to see what God is doing throughout the country.

You see, the bottom line is, it’s not all about us. Each of these organizations recognizes that the best we can do is to come along side work that Christ is already doing in communities. HOPE International, Edify, and Plant With Purpose are committed to Christ centered community development that believes and tells a different story. Rather than telling families in developing countries that they are poor and that they can’t do things for themselves, we’re telling the story that is rooted in the Gospel, that they are valuable, loved, and completely capable of bringing positive change in their individual life, their family’s lives, and their communities. It is the story of a loving God who has made us in His image and in His likeness.

This month I’m celebrating 4 years of working at Plant With Purpose. Over those years I’ve learned that one of the beautiful parts of working for a Christian nonprofit organization is that we aren’t just selling gadgets or competing against other organizations with the greatest market ploy. We serve a God of abundance who has called us to love Him and to love our neighbor. Each of these organizations acknowledges that we live in a broken world, but that we serve a God who has invited us into the reconciliation and renewing of all things. HOPE International, Edify, and Plant With Purpose are just a few of the Christian organizations who are committed to sharing a better story that is filled with renewed hope and restored dignity while seeking God’s Kingdom here on earth. And that was our hope for this trip, that we could invite young leaders to see how God is transforming lives, to let Him shape each of us, and to return from this trip with a new perspective on our roles as children of God.

We’ve taken our first steps. We’ve liked what we’ve seen.  And we’re beyond blessed to have witnessed God at work all throughout the Dominican Republic.

To read further reflections on this unique trip, visit HOPE International’s Chris Horst’s blog.

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Translated notes

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Not to be confused with Translated note.
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Translated notes are used in the Animal Magnetism quest. They are made by decoding the research notes by doing a puzzle. Ava uses them to make an accumulator or attractor.

The puzzle to translate the notes.