Learning from the Anthropocene: Adaptive Epistemology and Complexity in Strategic Managerial Thinking

open access articleTurbulence experienced in the business and social realms resonates with turbulence unfolding throughout the biosphere, as a process of accelerating change at the stratigraphic scale termed the Anthropocene. The Anthropocene is understood as a multi‐dimensional limit point, one dimension of which concerns the limits to the lineal epistemology prevalent since the Age of the Enlightenment. This paper argues that future conditions necessitate the updating of a lineal epistemology through a transition towards resilience thinking that is both adaptive and ecosystemic. A management paradigm informed by the recognition of multiple equilibria states distinguished by thresholds, and incorporating adaptive and resilience thinking is considered. This paradigm is thought to enhance flexibility and the capacity to absorb influences without crossing thresholds into alternate stable, but less desirable, states. One consequence is that evaluations of success may change, and these changes are considered and explored as likely on‐going challenges businesses must grapple with into the future

Employee Participation in Budgeting and Effective Budgetary Control a Tool for Enhancing Organizational Performance.

Organizational performance is a major issue of concern to stakeholders in any business. Stakeholders are of keen interest on the positive performance of the business enterprise they have interest in. Boosting performance however does not start during regular activities of the organization, but before the regular activities commence through budgeting and during the regular business activities of the organization towards the attainment of the organizational objectives. This research dealt with the impact of employee participation in budgeting as well as the adoption of effective budgetary control in the improvement of organizational performance of medium and large scale enterprises in Nigeria. The data used for this research was collected through the administration of research questionnaire to employees of medium and large scale enterprises in Nigeria. The research hypotheses were tested using regression analysis and correlation. At the end of the research, it was found out that employee participation and in budgeting as well as effective budgetary control are essential tools for the enhancement of organizational performance. The research therefore recommends that medium and large scale companies should adopt the bottom up budgeting system by allowing employees participate in budget formation, as well as the use of periodic budgetary control method

Understanding Behavioral Sources of Process Variation Following Enterprise System Deployment

This paper extends the current understanding of the time-sensitivity of intent and usage following large-scale IT implementation. Our study focuses on perceived system misfit with organizational processes in tandem with the availability of system circumvention opportunities. Case study comparisons and controlled experiments are used to support the theoretical unpacking of organizational and technical contingencies and their relationship to shifts in user intentions and variation in work-processing tactics over time. Findings suggest that managers and users may retain strong intentions to circumvent systems in the presence of perceived task-technology misfit. The perceived ease with which this circumvention is attainable factors significantly into the timeframe within which it is attempted, and subsequently impacts the onset of deviation from prescribed practice and anticipated dynamics

Inter Organizational Relationships Performance in Third Party Logistics: conceptual framework and case study

Supplier relationship management is an important challenge for shippers in logistics outsourcing. This paper attempts to understand the factors which affect inter organizational relationships performance in third party logistics and proposes a conceptual framework specifically for inter organizational relationship performance in third party logistics. We also draw a set of propositions from published research and exploratory inter-views with practitioners to explain inter organizational relationships performance in third party logistic net-works. Five main dimensions of inter organizational relationships are identified which affect performance in third party logistics: commitment, supplier adaptation, conflict resolution, partner fit and communication. In order to assess the validity of our conceptual model we include a case study in this paper. The case study is based on Shell Chemicals Europe and their portfolio of seventeen third party logistic service suppliers

A compendium of Technologies, Practices, Services and Policies for Scaling Climate Smart Agriculture in Odisha (India)

Stakeholders engaged in agricultural research for development (AR4D) are increasingly tackling risks associated with climate change in smallholder systems. Accordingly, development and scaling of climate-smart agriculture (CSA) are one of the priorities for all the organizations, departments and ministries associated with the farm sector. Having a ‘one-stop-shop’ compiled in the format of a compendium for CSA technologies, practices and services would therefore serve a guide for all the stakeholders for scaling CSA in smallholder systems. Bringing out a Compendium on Climate-Smart Agriculture (CSA) for Odisha, India was therefore thought of during the workshop on ‘Scaling Climate-Smart Agriculture in Odisha’ organized at Bhubaneswar on 18-19 July 2018 by International Rice Research Institute (IRRI) in collaboration with Department of Agriculture (DoA) & Farmers’ Empowerment, Indian Council of Agricultural Research-National Rice Research Institute (ICAR-NRRI), Orissa University of Agriculture and Technology (OUAT) & International Maize and Wheat Improvement Center (CIMMYT) under the aegis of CGIAR Research program on Climate Change, Agriculture and Food Security (CCAFS). The main objectives to bring forth this compendium are: to argue the case for agriculture policies and practices that are climate-smart; to raise awareness of what can be done to make agriculture policies and practices climatesmart; and to provide practical guidance and recommendations that are well referenced and, wherever possible, based on lessons learned from practical action. CSA programmes are unlikely to be effective unless their implementation is supported by sound policies and institutions. It is therefore important to enhance institutional capacities in order to implement and replicate CSA strategies. Institutions are vital to agricultural development as well as the realisation of resilient livelihoods.They are not only a tool for farmers and decision-makers, but are also the main conduit through which CSA practices can be scaled up and sustained. The focus in this compendium is on CSA and it’s relevant aspects, i.e., (i) technologies and practices, (ii) services, (iii) technology targeting, (iv) business models, (v) capacity building, and (vi) policies. The approaches and tools available in the compendium span from face-to-face technicianfarmer dialogues to more structured exchanges of online and offline e-learning. In every scenario it is clear that tailoring to local expectations and needs is key. In particular, the voice of farmers is essential to be captured as they are the key actors to promote sustainable agriculture, and their issues need to be prioritized. CSA practices are expected to sustainably increase productivity and resilience (adaptation), reduce Greenhouse Gases (mitigation), and enhance achievement of national food security along with sustainable development goals. CSA is widely expected to contribute towards achieving these objectives and enhance climate change adaptation. CSA practices have to be included in State’s Climate Policy as a priority intervention as the state steps up efforts to tackle climate change. Furthermore, emphasis shoud be laid on CSA training for a sustainable mode to enhance CSA adoption in the state hence the relevance of developing this document. The adaption of climate related knowledge, technologies and practices to local conditions, promoting joint learning by farmers, researchers, rural advisor and widely disseminating CSA practices, is critical. This compendium brings together a collection of experiences from different stakeholders with background of agricultural extension and rural advisory services in supporting CSA. The contributions are not intended to be state-of-the art academic articles but thought and discussion pieces of work in progress. The compendium itself is a ‘living‘ document which is intended to be revised periodically

New Directions in Compensation Research: Synergies, Risk, and Survival

We describe and use two theoretical frameworks, the resource-based view of the firm and institutional theory, as lenses for examining three promising areas of compensation research. First, we examine the nature of the relationship between pay and effectiveness. Does pay typically have a main effect or, instead, does the relationship depend on other human resource activities and organization characteristics? If the latter is true, then there are synergies between pay and these other factors and thus, conclusions drawn from main effects models may be misleading. Second, we discuss a relatively neglected issue in pay research, the concept of risk as it applies to investments in pay programs. Although firms and researchers tend to focus on expected returns from compensation interventions, analysis of the risk, or variability, associated with these returns may be essential for effective decision-making. Finally ,pay program survival, which has been virtually ignored in systematic pay research, is investigated. Survival appears to have important consequences for estimating pay plan risk and returns, and is also integral to the discussion of pay synergies. Based upon our two theoretical frameworks, we suggest specific research directions for pay program synergies, risk, and survival

Actor perception in business use case modeling

Mainstream literature recognizes the validity and effectiveness of use cases as a technique for gathering and capturing system requirements. Use cases represent the driver of various modern development methods, mainly of object-oriented extraction, such as the Unified Process. Although the adoption of use cases proliferated in the context of software systems development, they are not as extensively employed in business modeling . The concept of business use case is not a novelty, but only recently did it begin to re-circulate in the literature and in case tools. This paper examines the issues involved in adopting business use cases for capturing the functionality of an organization and proposes guidelines for their identification, packaging, and mapping to system use cases. The proposed guidelines are based on the principle of actor perception described in the paper. The application of this principle is exemplified with a worked example aimed at demonstrating the utility of the proposed guidelines and at clarifying the application of the principle of actor perception. The worked example is based on a series of workshops run at a major UK financial institution

MEASURING SUPPLY-SIDE ECONOMIC IMPACTS ON TOURISM/RECREATION INDUSTRIES

This paper addresses a series of study objectives, starting with (1) the delineation of tourism/recreation activities and providers, (2) the identification of appropriate indicators for measuring economic impact, and (3) the preparation of alternate analytical frameworks for assessing national, regional, and local implications of supply-side economic impacts of tourism/recreation activities. Included, also, among these objectives is (4) the specification of the essential attributes of a public information system for servicing the decision information needs of recreation resource managers.Community/Rural/Urban Development,

How do Organizations Measure the ROI or Impact of Leadership Training and Development Programs?

[Excerpt] In a Harvard Business Review poll, 51 percent of those surveyed said they had diminished confidence in business leaders at non-U.S. companies and 76 percent had less confidence in U.S. business leaders. Another survey by IBM shared that more than 75 percent of their survey respondents identified building leadership talent as their current and most significant capabilities challenge. Thus, the organizations need to focus on building talent and developing leaders internally. Also it is advantageous because they achieve productivity almost 50 percent faster than external candidates’. Leadership development programs can be explained as teaching leadership qualities required for a leadership position