210,991 research outputs found
Leadership in the shaping and implementation of collaboration agendas: how things happen in a (not quite) joined-up world
This article contributes to the theory if collaboration in social settings and is based on data collected during action research interventions in a number of public and community interorganizational collaborations. We conceptualize leadership in collaborations as stemming from three leadership media - structures, processes, and participants - and argue that none of these is wholly within the control of the members of a collaboration. Leadership activities that participants undertake in order to move a collaborative agenda forward are described
Learning from the World: Good Practices in Navigating Cultural Diversity. Bertelsmann Stiftung Study 2018
The Reinhard Mohn Prize 2018 âLiving Diversity â Shaping Societyâ focuses on diversity
in German society, that is the plurality of cultural, religious and linguistic identities found
among the people who live in the country. With this focus, the RMP 2018 highlights a
variety of successful strategies for living peacefully in diversity. In historical terms, cultural
diversity is nothing new or unique for Germany. In fact, though we are often unaware of
it, cultural diversity has been a feature of our daily life for a long time. Indeed, religious
differences have shaped German society since the Reformation. And Judaism has always
been present in the area we now call Germany
Culture change in a professional sports team: Shaping environmental contexts and regulating power
Although high performing cultures are crucial for the enduring success of professional sport performance teams, theoretical and practical understanding of how they are established and sustained is lacking. To develop knowledge in this area, a case study was undertaken to examine the key mechanisms and processes of a successful culture change programme at English Rugby Unionâs Leeds Carnegie. Exploring the change process from a 360 degree perspective, semi-structured interviews were conducted with team management, one specialist coach, six players, and the CEO. Analysed and explained through decentred theory, results revealed that culture change was effectively facilitated by team management: a) subtly and covertly shaping the physical, structural, and psychosocial context in which support staff and players made performance-impacting choices, and b) regulating the âto and froâ of power which characterises professional sport performance teams. Decentred theory is also supported as an effective framework for culture change study
Discontinuity in the Environment, Firm Response and Dynamic Capabilities
This paper identifies and focuses on a specific type of environmental development called discontinuity. Discontinuities in the forms of rapid technological innovations, regulatory reforms, institutional overhauls, and socio-cultural developments are the source of opportunities and threats to the firm. Firm responds to these discontinuities in specific ways in sustaining its existence at different points of time. This paper conceptualizes discontinuity and identifies its natures; explores the possible types of responses by the firm, and their enablers. The capability of sensing, seizing and re-shaping are captured to establish the linkages in the framework of interrelations. It posits a set of propositions based on conceptual development and illustration of two cases.
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GPs are from Mars, Administrators are from Venus: The Role of Misaligned Occupational Dispositions in Inhibiting Mandated Role Change
Research on mandated occupational role change focuses on jurisdictional conflict to explain change failure. Our study of the English National Health Service highlights the role of occupational dispositions in shaping how mandated role change is implemented by members of multiple occupational groups. We find that tension stemming from misaligned dispositions may emerge as members of different occupations interact during their role change implementation efforts. Depending on dispositional responses to tension, change may fail as members of the different occupations avoid interactions. This suggests that effective role change can be elusive even in the initial absence of conflicting occupational interests
Futures Studies in the Interactive Society
This book consists of papers which were prepared within the framework of the research project (No. T 048539) entitled Futures Studies in the Interactive Society (project leader: Ăva Hideg) and funded by the Hungarian Scientific Research Fund (OTKA) between 2005 and 2009. Some discuss the theoretical and methodological questions of futures studies and foresight; others present new approaches to or
procedures of certain questions which are very important and topical from the perspective of forecast and foresight practice. Each study was conducted in pursuit of improvement in futures fields
A STUDY OF GENDER IN SENIOR CIVIL SERVICE POSITIONS IN IRELAND. ESRI RESEARCH SERIES NUMBER 66 DECEMBER 2017
Women make up the majority of those employed in the civil service but are underrepresented
at the most senior grades, where key policy and operational decisions
are taken. Action 8 of the Civil Service Renewal Plan commits to improving gender
balance at each level, including senior grades. The present study was
commissioned by a high-level steering group set up to oversee implementation of
this action. It draws on a combination of administrative data, reanalysis of the Civil
Service Employee Engagement Survey conducted in 2015, and in-depth work
history interviews with 50 senior civil servants across four departments. In
addition, in-depth interviews were conducted with staff involved in recruitment
and promotion within the public service. This rich combination of data yields new
insights into the processes shaping gender differences in representation at the
most senior grades of the civil service and thus provides a strong evidence base to
inform future policy and practice
Challenging (Strategic) Human Resource management Theory
To fully understand the relationship between human resource management and performance in different contexts, we are in need of a synthesis between resource-based theory and new institutionalism. We argue that differences in institutional settings (between for example countries or branches of industry) affect the shaping of HRM. In this paper we develop a conceptual model (human resource based theory of the firm) that will be illustrated by means of empirical evidence on macro, meso and micro level. The model enables to analyze the interaction between industrial relations and human resource management at different levels (international, national, branch of industry, company-level) and how that affects the shaping of HR policies in a specific company. In this way the paper broadens the present HRM and Performance debate by explicitly taking into account factors that are decisive in shaping HR policies. Factors like the product-market-technology dimension, administrative heritage, the social-cultural-legal dimension and the dominant coalition with its degree of leeway.human resource management;performance;HRM theory;new institutionalism;resource based view
Coordination of infrastructure development : some international comparisons
This report presents the findings from a desktop review into how governments across a selection of countries coordinate infrastructure development by working with the industry. The selected countries included the UK (Northern Ireland was examined separately from mainland UK), Canada, Germany, Japan and South Korea. The goal is to identify alternative means of coordinating infrastructure development at the government level, with a view to assist the Institution of Civil Engineers to make the case for a more strategic approach to planning and delivery of infrastructure. The need for this report derives from growing complexity in the way infrastructure development programmes are procured, and the shifting role of government from provider of infrastructure development to enabler of the process of delivery. Thus, an opportunity arose to compare alternative arrangements of government coordination. There were similarities of political governance landscape between the investigated countries regarding strategies of infrastructure delivery. Differences exist however in the way resources are allocated and decisions made regarding infrastructure development. A potential for greater transparency and collaboration between public and private sector was identified. In Germany, for example, local governments enjoy a great deal of autonomy in defining infrastructural requirements, even though the definition of requirements has to align with high-level planning principles at the regional, national and European levels. Delivery of infrastructure development is devolved to the local governments working with a range of stakeholders from both the public and private sectors with funding provided by regional allocations. By contrast, infrastructure development is coordinated by a single high-level government department Canada, Japan and South Korea. The make-up of this department varies across the three countries, with subtle differences in the roles and responsibilities of each constituent part. Nonetheless, the benefits of such an approach include a whole-systems view in decision-making and a somewhat simpler, more transparent way of funding allocation. Furthermore, in the case of Japan and South Korea, resources can be more effectively channelled towards advancing research and development related to infrastructure development capacity and more clarity in terms of skills development. The UK, on the other hand, has a fragmented approach in addressing infrastructure development, with a continuously evolving system of government departments and agencies having some form of influence on determining infrastructural requirements. In order to redress some of the challenges with such fragmentation, the situation in Northern Ireland differs slightly with the formation of a Strategic Investment Board Limited charged with overseeing infrastructure programmes, making delivery more transparent
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