Search results

Purpose – This article explains why organizational change is anything but a mechanistic process. Instead, people, psychology, and organizational dynamics are the catalysts for and ultimate drivers of any successful change initiative. Ignoring the primacy of people is the central reason for the low success rate of enterprise‐wide change efforts over 20 years. Design/methodology/approach – The article examines reasons for the low success rate of change initiatives, the role of leadership over mechanics, values required as a platform for change and the primary need to focus on the “human factor” to develop committed stakeholders throughout the organization. All are building blocks to a six‐phase process to effect maximum change and commitment. Findings – Taking an organization through a rigorous change process requires finding and using various sources of organizational leverage, not the least of which is its people. Mastering the process is about identifying an array of levers and taking advantage of those levers' multiplier effects. Practical implications – Leaders will learn that neither the sheer force of executive will nor the organization's processes will be substantial or significant enough to implement change. Rather, only by motivating the workforce (and “leader‐force”) to commit to vision, values and mission, rather than dictating change by management edict will be successful. Originality/value – Executives can create an environment of commitment to underpin the change process by making strategy implementation a truly human endeavor and using methods and metrics to complement it.

This paper documents and accounts for the globalization of the so-called national bourgeoisie in the late twentieth century. A substantial and growing body of sociological literature holds that firms and investors from the developing world have been denationalized, neutered, or destroyed by their efforts to penetrate international markets – and that cross-national economic competition is therefore giving way to transnational class conflict over time. By way of contrast, I hold that not only peripheral capitalists but their elected and appointed representatives are compelled to undertake large-scale, fixed investments, exploit their competitive advantages, and challenge foreign firms – and their respective representatives – on their own soil by the very logic of capitalist competition, and that the aforementioned challenges will occur on political as well as economic terrain.

Over the last decades, the social sciences have become increasingly concerned with the role of the state and the politics of institutional restructuring. Within mainstream political science this has led to the development of a “state-centered” research program that emphasizes the autonomy of institutions. Marxist theory, however, has continued to adhere to a “society-centered” perspective, seeking to combine an ability to account for institutional change with the analysis of more structural social and economic forces. After some introductory comments that frame the problematic within which the paper is situated (Section 1), I discuss in Section 2 three of the most important recent Marxist attempts to construe the relation between socio-economic imperatives and political institutions. My argument is that Marxists’ attempts to relativize the autonomy of state institutions are too often still based on the postulation of an unexplained structural moment. This leaves them vulnerable to institutionalist claims concerning the autonomous nature of institutions. Section 3 proposes a different way of thinking the role of institutions in capitalist society. This approach breaks with a causalist, structuralist mode of explanation and relies on a more hermeneutic understanding of the role of institutions. I will shift the problematic to the relation between institutions and agency, arguing for a more pragmatist understanding of the role of institutions and an agency-based understanding of the formation of socio-economic imperatives. Section 4 concludes with some thoughts on the prospects held out, as well as the challenges faced, by the approach proposed in this paper.

The chapter attempts to evaluate the utility of applying multi-level governance outside of the EU, and also outside of the group of democratic states, to states that have defied the third wave of democratization and that are characterized by a so-called new authoritarianism. The case is the People’s Republic of China, and the focus falls on policy-making and implementation in the field of hydropower with special attention to the issue area of environmental protection.

The chapter draws on the notion of scales and indigenous Chinese governance concepts and brings these into a conversation with the concept of multi-level governance. Case studies on hydropower decision-making in China contribute empirical data in order to investigate the utility of multi-level governance in the Chinese governance context.

The chapter argues that if multi-level governance is to have utility in other cultural contexts it needs to move away from a consideration of pre-given scales as locus of authority and consider indigenous governance concepts and notions of scale, and it crucially needs to map power relationships in the making and implementation of policies in order to reach analytical depth.

The case of China shows that authoritarian regimes can be analysed in terms of multiple levels as authoritarianism no longer automatically implies strict top-down entities. Instead, autocracies can be highly fragmented and subject to complex decision-making processes that can arise during processes of administrative reform. This can lead to vibrant and reflexive systems of governance that exhibit adaptive skills necessary to ensure regime survival amidst a continuously diversifying society and changing external circumstances. As a consequence, a research programme looking at the new authoritarianism from a multi-level governance perspective has the capacity to uncover and describe new forms of governance, by bringing the concept into a conversation with indigenous governance concepts.

In China, informal networks between the energy bureaucracy and hydropower developers determine the hydropower decision-making process. This is particularly detrimental at a time when the Chinese government emphasizes the importance of the rule of law and social stability. Informal networks in which key government agencies are involved actively thwart the attempt of creating reliable institutions and more transparent and accountable processes of decision-making within the authoritarian governance framework.

The findings show the dominance of informal networks versus the formal decision-making process. This sidelines the environmental bureaucracy and fails to fully realize the importance of public input into the decision-making process as one potential element of institutionalized conflict resolution.

The chapter builds on existing multi-level governance approaches and fuses them with notions of scales and indigenous Chinese governance concepts in order to enable the applicability of the concept of multi-level governance outside of its area of origin. This advances the explanatory depth and theoretical reach of multi-level governance.

THE reducing properties of hypophosphite for metal ions have been known since 1844, but not until 1946 did Brenner successfully apply the principle to produce a practical plating method. In the following year, the engineering department of General American Transportation Corporation wished to obtain a cheaper tank‐car plating than the usual one of nickel‐clad construction. The Brenner method was considered, but proved unsuitable, and a process was developed which is now known by the trade mark Kanigen.

This chapter develops a no-arbitrage, futures equilibrium cost-of-carry model to demonstrate that the existence of cointegration between spot and futures prices in the New York Mercantile Exchange (NYMEX) crude oil market depends crucially on the time-series properties of the underlying model. In marked contrast to previous studies, the futures equilibrium model utilizes information contained in both the quality delivery option and convenience yield as a timing delivery option in the NYMEX contract. Econometric tests of the speculative efficiency hypothesis (also termed the “unbiasedness hypothesis”) are developed and common tests of this hypothesis examined. The empirical results overwhelming support the hypotheses that the NYMEX future price is an unbiased predictor of future spot prices and that no-arbitrage opportunities are available. The results also demonstrate why common tests of the speculative efficiency hypothesis and simple arbitrage models often reject one or both of these hypotheses.

Following discussion and analysis of the case, students should be able to explore how an individual’s background affects his/her perspective on entrepreneurial opportunities; analyse leadership behaviours that support an innovation process; and understand that constraints can enhance innovation.

This real-life case explores the main protagonist, Joni Brenner, an arts university professor at the University of Witwatersrand (Wits) in South Africa, and how over the past 10 years she worked with a group of co-operative beaders in Zimbabwe who developed hand loomed necklaces that were sold locally and internationally, placed in the African section of museum stores.The case provides an opportunity to explore the evolution of the Marigold product, the characteristics of an entrepreneur and how innovation can come from a very focused and constrained approach. Brenner’s involvement with the co-operative involved the supply of materials, design innovation and product sales. Innovation had come through focusing on the evolution of the core product, through different designs and colour combinations, learning through mistakes and through other artistic collaborations. The case concludes with Brenner questioning whether the innovation approach should be adapted to meet the needs of a potential new customer.

This case is appropriate for undergraduate, graduate and post-graduate, MBA and executive education students focusing on entrepreneurship, small business development and/or innovation.

Teaching notes are available for educators only.

CSS 7: Management Science.

The Kanigen process of nickel deposition by catalytic chemical reduction is a practical production method for uniformly coating metals and non‐metals with a layer of hard, corrosion‐resistant amorphous nickel‐phosphorus alloy. This process has made available to industry a material with new and considerably improved surface properties. Both the technique and the product are unique. The amorphous high‐nickel low‐phosphorus alloy is deposited at a uniform rate on the piece being coated wherever it is in contact with the hot solution and whatever the shape. The non‐porous coating is hard but relatively brittle, adheres well to most properly pretreated basis materials, and has improved corrosion resistance (compared to pure nickel) which can be increased further by heat treatment.

This article is based on an interview conducted with Jane Taylor and Debbie Brenner, former joint chief executives of Owl (now Dimensions (Owl)), a provider of support services to people with learning disabilities.