Long term sustainable product development at the packaging sector

This paper outlines the importance of sustainable product developments and their role in securing a sustainable future through current practices and procedures. It discusses the difficulties faced within organisations through the complexities and swamping of regulations when considering sustainability and the problems in policing such a system to ensure compliance. Focus is centred on the design stage, where large numbers of standards and interests must be factored in to create specifications that are highly compliant. Where there is a limited understanding of the complexities that are presented at this stage, less optimum specifications will be dispatched. This presents the need to think strategically with new systems and approaches which adapt to company behaviour, where decisions that are made at a design stage have impacts up and down the supply chain, changes that are made must be in line with company strategic objectives and provide influential returns on investment

Project knowledge into project practice: generational issues in the knowledge management process

This paper considers Learning and Knowledge Transfer within the project domain. Knowledge can be a tenuous and elusive concept, and is challenging to transfer within organizations and projects. This challenge is compounded when we consider generational differences in the project and the workplace. This paper looks at learning, and the transfer of that generated knowledge. A number of tools and frameworks have been considered, together with accumulated extant literature. These issues have been deliberated through the lens of different generational types, focusing on the issues and differences in knowledge engagement and absorption between Baby Boomers, Generation X, and Generation Y/Millennials. Generation Z/Centennials have also been included where appropriate. This is a significant issue in modern project and organizational structures. Some recommendations are offered to assist in effective knowledge transfer across generational types.Accepted manuscrip

Volunteering

In recent decades, there has been a burgeoning interest in the study of volunteering, and the number of publications devoted to volunteering has grown exponentially. In this chapter, we examine emerging theories and new directions in volunteering research. First, we discuss multi-level perspectives that try to understand volunteering in complex interaction with the organizational and institutional context. Next, we present process-oriented approaches that focus on the experience of volunteering, as it changes through different stages of organizational socialization, and as a consequence of broader societal and sector-wide transformations. Finally, in the light of these sector changes, new methods of social accounting have emerged that expand traditional financial statements of nonprofits to account for volunteer labor. This review Demonstrates that, as research on volunteering further expands, it tends to grow in its diversity of questions and viewpoints, and to reflect the complex and dynamic nature of volunteering more precisely

Learning From the Story of a Great Leader

This paper reports on research findings from a larger study which seeks to understand leadership from the experiences of well-known and well-recognised Australian leaders across a spectrum of endeavours such as the arts, business, science, the law and politics. To date there appears to be limited empirical research that has investigated the insights of Australian leaders regarding their leadership experiences, beliefs and practices. In this paper, the leadership story of a well-respected medical scientist is discussed revealing the contextual factors that influenced her thinking about leadership as well as the key values she embodies as a leader. The paper commences by briefly considering some of the salient leadership literature in the field. In particular, two prominent theoretical frameworks provided by Leavy (2003) and Kouzes and Posner (2002) are explored. While Leavy’s framework construes leadership as consisting of three “C’s‿ – context , conviction and credibility, Kouzes and Posner (2002) refer to five practices of exemplary leadership. The paper provides a snapshot of the life forces and context that played an important role in shaping the leader’s views and practices. An analytical discussion of these practices is considered in the light of the earlier frameworks identified. Some implications of the findings from this non-education context for those in schools are briefly noted

Michael Porter's Cluster Theory as a local and regional development tool – the rise and fall of cluster policy in the UK

There has been much written on industrial agglomeration, but it is Michael Porter’s cluster theory, above all others, which has come to dominate local and regional economic development policy. His work has been adopted by the OECD, EU, national and local governments the world over. He and his consultancy group have led reviews of national economic growth strategies in dozens of countries. This rise to prominence, however, is in the face of widespread critique from academics. Cluster theory’s theoretical foundations, its methodological approach and practical implementation have all been unpicked, leading some to label little more than a successful brand riding the wave of new regionalist fashions. Despite libraries of incredibly useful books and articles on clusters, there remains an absence of work which interrogates the translation of clusters into, and then through local and national policy. The aim of this article is to go some way to remedying the situation by examining the influence of Porter’s cluster theory charted through an examin- ation of UK regional development policy in the 1990s and 2000s. To help map the journey of clusters into and through UK economic development policy actor-network theory is adopted as an explanatory framework

Entering Upon Novelty: Policy and Funding Issues for a New Era in the Arts

The organizational structures and underlying assumptions necessary to thrive in this new development phase for the arts will be quite different from those that served us well -- or that we took for granted -- even in the recent past. Where before we were structured for growth, future success will mean being structured for sustainability; growth capacity as a measure of success will be replaced by "adaptive capacity."This basic change in business assumptions will better reflect the trajectory of contemporary life. Sociologist Zygmunt Bauman suggests we are now living in globalized environments that bypass interdependency and are full of "endemic uncertainty." Living self-determined lives that are independent of the social and cultural norms of the past, people are "looking for engagement, for experiences that they themselves can feel part of creating."We are becoming used to the shift from "proprietary" software to "open-source"; now our organizations have to undergo a similar shift, to accommodate the new "architectures of participation" that Clay Shirky writes about.What all this means is that the ability of an arts organization to adapt its programs, strategies, structures, and systems to address continuous external change and seize fleeting opportunities will become a leading indicator of success and a primary measure of organizational health. In this new era, successful organizations will more deeply recognize and engage with the creativity and artistic potential of the larger community, and the dominant organizational model will change to one that is porous, open, and responsive.This shift will require new forms of strategic thinking, organizational nimbleness, and a commitment to remaining transitory (not to efficiency, specialty, and technical rigidity). Wider definitions of success will center on helping foster "expressive lives" in our communities (a term introduced to arts policy by Bill Ivey), more than on developing a professional cultural community for its own sake. As Samuel Jones wrote recently, "We have moved from a model of provision to one of enabling. The role of the cultural professional has changed.

Are Schwartz & Carroll’s 5 Business & Society Frameworks Still Dominant?

In 2008, Business & Society published Schwartz and Carroll's description of five central frameworks that had come to dominate the field of Business & Society. Although frequently cited, there has been no empirical analysis or verification of these frameworks or inter-relationships between them. This research note aims to address this by providing bibliometric data on peer-reviewed research outputs conducted on these frameworks since this article first appeared. ‘Corporate Social Responsibility’ and ‘Stakeholder Management Theory’ are clearly the most researched frameworks, and ‘Sustainability’ has demonstrated significant growth over the ten years since the article was first published. ‘Business Ethics’ and (to a greater extent) ‘Corporate Citizenship’ appear to have grown less as research fields, but there may be some evidence of areas of ‘cross-over’ between fields. The limitations of this research are discussed alongside avenues and opportunities for developing deeper understanding of these business & society frameworks

Disrupting Illicit Supply Networks: New Applications of Operations Research and Data Analytics to End Modern Slavery

Report from a 2017 National Science Foundation workshop on promising research directions for applications of operations research and data analytics toward the disruption of illicit supply networks like human trafficking. The workshop was funded by the NSF’s Operations Engineering (ENG) and the Law & Social Sciences Program (SBE) under grant # CMMI-1726895. The report addresses the opportunity to apply advances from the fields of operations research, management science, analytics, machine learning, and data science toward the development of disruptive interventions against illicit networks. Such an extension of the current research agenda for trafficking would move understanding of such dynamic systems from descriptive characterization and predictive estimation toward improved dynamic operational control.Bureau of Business Researc

Are Schwartz & Carroll’s 5 Business & Society Frameworks Still Dominant?

In 2008, Business & Society published Schwartz and Carroll's description of five central frameworks that had come to dominate the field of Business & Society. Although frequently cited, there has been no empirical analysis or verification of these frameworks or inter-relationships between them. This research note aims to address this by providing bibliometric data on peer-reviewed research outputs conducted on these frameworks since this article first appeared. ‘Corporate Social Responsibility’ and ‘Stakeholder Management Theory’ are clearly the most researched frameworks, and ‘Sustainability’ has demonstrated significant growth over the ten years since the article was first published. ‘Business Ethics’ and (to a greater extent) ‘Corporate Citizenship’ appear to have grown less as research fields, but there may be some evidence of areas of ‘cross-over’ between fields. The limitations of this research are discussed alongside avenues and opportunities for developing deeper understanding of these business & society frameworks