HRM, organizational capacity for change, and performance: a global perspective

This special issue brings together a variety of articles, each one enriching understanding about whether and how human resource management (HRM) influences organizational performance (however defined) against a backdrop of complex change. We present a preliminary framework that enables us to integrate the diverse themes explored in the special issue, proposing a mediating role for organizational change capacity (OCC). OCC represents a particular subset within the resource- based literature labeled as “dynamic capabilities.” Although not well researched, there is evidence that OCC is positively associated with firm performance and that this relationship is stronger given conditions of high uncertainty. Our framework reflects on external and internal parameters, which we suggest moderate the relationship between human resource management (HRM), OCC, and organizational performance. Our intention is to provide compelling insight for both practitioners and researchers, especially those whose remit extends beyond national boundaries, with reference to areas of the globe as disparate as Greece, Ireland, Pakistan, Switzerland, and the United Kingdom

Integration and implementation sciences: building a new specialization

Developing a new specialization—Integration and Implementation Sciences—may be an effective way to draw together and significantly strengthen the theory and methods necessary to tackle complex societal issues and problems. This paper presents an argument for such a specialization, beginning with a brief review of calls for new research approaches that combine disciplines and interact more closely with policy and practice. It posits that the core elements of Integration and Implementation Sciences already exist, but that the field is currently characterized by fragmentation and marginalization. The paper then outlines three sets of characteristics that will delineate Integration and Implementation Sciences. First is that the specialization will aim to find better ways to deal with the defining elements of many current societal issues and problems: namely complexity, uncertainty, change, and imperfection. Second is that there will be three theoretical and methodological pillars for doing this: 1) systems thinking and complexity science, 2) participatory methods, and 3) knowledge management, exchange, and implementation. Third, operationally, Integration and Implementation Sciences will be grounded in practical application, and generally involve large-scale collaboration. The paper concludes by examining where Integration and Implementation Sciences would sit in universities, and outlines a program for further development of the field. An appendix provides examples of Integration and Implementation Sciences in action

Making Sustainable Seafood Also Good for Business

This GrantCraft case study, developed for Foundation Center's FundingtheOcean.org portal, explores how the Walton Family Foundation, isusing a systems approach to make the seafood business more sustainable. It includes the perspective of one of it's grantees in the area, the Sustainable Fisheries Partnership, and how they worked together with industry and private partners to create a tipping point in the business practices of fisheries producing seafood commodity products

Culture & Conflict: Intertwined with International Business

International business has grown day by day as a powerful part of the world economy since the development of separate nations in ancient times. Today international transactions have become a very common entity in the business world. With this newfound trend comes the need to understand the complexities of culture and conflict management in order for an international business to succeed with a competitive edge. Both factors hold the potential to either mercilessly crumble an unprepared organization or richly reward a company for prodigious forethought and management skills. As a result, the link between the fragility of culture adaptation and the preeminent demand for conflict management holds the key to boundless success in the world of international business

Tracking REDD+ Finance: 2009-2012 - Finance Flows in Seven REDD+ Countries

Reducing Emissions from Deforestation and Forest Degradation (REDD). This REDDX report tracks the 2009-2012 flow of REDD+ finance from a variety of donors to seven tropical forest countries for various types of REDD+ activities. It is based on the hard work and dedication of seven teams of national partners and other experts who surveyed donors, government agencies, implementing agencies, NGOs, and consulting firms involved in the management of REDD+ finance in key REDD+ recipient countries

E-finance-lab at the House of Finance : about us

The financial services industry is believed to be on the verge of a dramatic [r]evolution. A substantial redesign of its value chains aimed at reducing costs, providing more efficient and flexible services and enabling new products and revenue streams is imminent. But there seems to be no clear migration path nor goal which can cast light on the question where the finance industry and its various players will be and should be in a decade from now. The mission of the E-Finance Lab is the development and application of research methodologies in the financial industry that promote and assess how business strategies and structures are shared and supported by strategies and structures of information systems. Important challenges include the design of smart production infrastructures, the development and evaluation of advantageous sourcing strategies and smart selling concepts to enable new revenue streams for financial service providers in the future. Overall, our goal is to contribute methods and views to the realignment of the E-Finance value chain. ..