Search results

Natural resource extraction is perceived as a destructive aspect of human culture. This characterization is widespread, despite the activity having shaped relationships between communities and their environment to create entire sets of cultural values and expressions through settlement patterns, traditional skills and practices, innovation and technology, intangible cultural expressions, local economies and more. The cultural dimensions of natural resource extraction landscapes were discussed at the ICOMOS ADCOM Annual Symposium in La Plata, Argentina, in December 2018. The workshop included experts in cultural landscapes, sustainability, industrial archaeology and industrial heritage. This paper reports on these issues and deliberations focusing on World Heritage cultural landscapes of extraction.

The report considers a broad survey of the World Heritage List and sites on national Tentative Lists to identify those related to natural extraction sites and distinguishing between categories of relict vs. living, and between the types of natural resources being extracted.

The conclusion is that the World Heritage Committee has yet to address the living value of natural resource extraction. Furthermore, the workshop attendants concluded that there is a pressing need to do so in light of the type, nature and sustainability of these sites. As the source of materials for many outstanding sites on the World Heritage List and the decreasing availability of some resources, the question requires consideration to ensure the sustainable use and livelihood of communities.

The limitations are set by the general terms of the survey and the limited engagement of knowledgeable individuals.

The practical implications are related to guidance to review and analyse potential living cultural landscapes related to natural resource extraction.

There is no general discussion on this topic yet amongst professionals. The initiative of the workshop identified that gap and its related necessity to provide guidance.

Bipolar disorder is associated with poor mental and physical health outcomes, and therefore, it is crucial to research and develop effective interventions for this population (Grande et al., 2016). Unfortunately, research on the efficacy of current interventions shows only small improvements in symptoms and quality of life (Oud et al., 2016). Additionally, individuals with bipolar disorder face barriers to accessing care like social stigma, isolation and financial constraints (Blixen et al., 2016). This paper aims to introduce and examine the effectiveness of an accessible, peer-led group program, Mood Lifters (Votta and Deldin, 2022), in those who completed the program and also self-reported a diagnosis of bipolar disorder.

Mood Lifters is a 15-week, peer-led group program that approaches mental wellness from a biopsychosocial framework using strategies from a variety of evidence-based treatment methods (e.g. cognitive-behavioral therapy, dialectical behavior therapy, interpersonal psychotherapy, etc.). Participants meet once a week for 1 hour to review various mental health topics, including behavioral changes and insight into mood patterns. Individuals who participated in nonacademic groups in a company setting and self-reported a bipolar diagnosis were surveyed at the beginning and end of their program to measure various aspects of psychological functioning.

Results suggest that these individuals experienced significant improvements in depression, anxiety, social functioning and perceived stress, along with flourishing and positive and negative affect.

These findings are promising, given that bipolar disorder is historically difficult to treat (Grande et al., 2016). Based on this preliminary evidence, the authors have developed a Mood Lifters program specifically for individuals with bipolar disorder and are launching a randomized control clinical trial.

The purpose of this paper is to explore the idea that the ideal manager is a social construct that is a product of the context within which it exists. The context chosen to illustrate this idea is that of the first two decades of the Cold War (1945‐1965) in the USA.

The methodology used is an analysis of 17 management textbooks published between 1945 and 1965 in the USA.

The analysis of the textbooks shows a typification of the ideal manager as an educated male who wielded authority effectively and accepted social responsibility. These four characteristics can all be tied to the social and political context of the early Cold War years.

Limited by its focus on management theory in the USA during the early Cold War era, and a selection of textbooks based on available resources. Future research could analyze the ideal manager construct during social and political contexts other than the Cold War, and across other social formations (e.g. the UK, Canada, France, etc.).

Practical implications apply to both organizations and academic institutions. Management educators should be attempting to use textbooks that present management theory in a problematic way and organizations should be aware of the impact of social and political context on the construct of the manager in order to determine the qualities and characteristics that are most needed today.

The paper looks at the ideal manager as a social construct, rather than an ideal that was created void of outside influence and assumed to be ideal for all contexts. It also uses the context of the Cold War period, which has been a neglected context in management research.

The purpose of this paper is to provide guidance in setting the level of autonomy (i.e. parental control) of plants in a network to enhance operational performance. In particular, the effect of autonomy on performance is analysed directly and indirectly through internal manufacturing network integration (MNI) and external supply chain integration (SCI) as two dimensions of manufacturing network embeddedness.

The analysis is based on data from 441 manufacturing plants in 17 countries. Data were gathered during the Sixth International Manufacturing Strategy Survey. Five main constructs were obtained after carrying out a confirmatory factor analysis: plant autonomy, internal MNI, external SCI, efficiency and effectiveness. Direct and indirect relationships among the constructs are tested through a structural equation model.

Higher levels of autonomy correlate with higher effectiveness and similar efficiency. However, lower autonomy leads to higher levels of manufacturing network and SCI, which enhance performance. Although not statistically significant, the analysis of the total effects reveals a mildly positive effect of autonomy on effectiveness and negative effect on efficiency, which requires further investigation.

Further research could include headquarters’ perspectives or additional determinants (e.g. business strategy objectives).

Managers should set autonomy levels strategically: higher for effectiveness and lower for efficiency. However, lower autonomy can also strengthen internal MNI and external SCI, thus improving operational performance.

The concept of manufacturing network embeddedness highlights the importance of considering external supply chain and internal MNI in the same framework, as both dimensions can affect operational performance.

There is extant literature on performance appraisal systems (PAS) in public sector globally; however, most of the literature focuses on PAS in public sector in large developed and large developing countries. To the best of the authors’ knowledge, there is scant literature on PAS in the public sector of small developing countries. Hence, the purpose of this paper is to fill the research gap and analyse employee perceptions of the annual performance appraisal (APA) system and its implications in the Fiji’s public sector. It examines the APA more specifically in the case study of Ministry of Health and Medical Services in Fiji.

A mixed methods approach was undertaken and information collected from each research method was triangulated to ensure the reliability and validity of the findings.

This study found that the APA system shows promise of delivering on the expected outcomes for PAS. Similarly, staff morale was found to increase while employee behaviour improved with employee involvement and simple key performance indicators. However, much work needs to be done at the macro, meso and micro level of policy planning and implementation in order to ensure the success of APA.

The limitations of this research are that it is based solely on Fiji’s experience and future research could expand this study to other developing country contexts, especially small island states.

After conducting a literature review on developed nations and research in a small developing country (Fiji), this paper produces two models: a PAS model in the developed country context and another in Fiji’s small developing country context. This paper contributes to the existing literature of PAS in the public sector and more specifically in the context of developing small island countries.

Bullying affects at least one-third of the workers through either direct exposure or witnessing, both of which lead to compromised health, and as a result, reduced organizational effectiveness or productivity. However, there is very little evidence that organisations provide effective protection from bullying, and in fact, the converse appears to the case. The purpose of this paper to explore the role of both individual and organisational power in the creation and maintenance of the problem. Such an approach moves away from the specific practice of identifying “bullying” that typically engages targets and perpetrators in a dance that is really just around the edges (Sullivan, 2008) of a larger problem; a culture that permits the abuse of power and ill-treatment of workers, in both practices and through organisational politics.

This paper elucidates key problems with organisational response as identified in the literature and critically examines weak organisational response to workplace bullying using the power theory, arguing that while overt approaches to addressing bullying appear to be underpinned by a simplistic, functionalist understanding of power, practices on the ground are better explained by more sophisticated “second-dimension” theorists.

There is a need for organisations to move beyond the current individualistic understanding of bullying towards a more nuanced understanding of how anti-bullying policies and procedures are themselves an exercise in institutional power protecting and reinforcing dominant power structures.

The literature from which this paper is drawn is limited to studies published in English.

The authors advocate a realistic assessment of the role of both individual and organisational power in the creation and maintenance of workplace bullying, as a way forward to plan appropriate intervention.

Workplace bullying is problematic for organisations at several levels, and therefore for society.

That power is relevant to workplace bullying has been apparent since the work of Brodsky in 1976 and Einarsen's early work, this paper builds on a the more nuanced work of McKay (2014), D'Cruz and Noronha (2009), Liefooghe and MacDavey's (2010) and Hutchinson et al. (2010), exploring the organisational response to the raising of bullying issues by individual employees as an exercise of power.

This paper describes the ways in which the next decade will be different from the last. Times are becoming more and more turbulent and a new kind of organisation is needed to survive and thrive in these times ‐ what we call a purposeful self‐renewing organisation (PS‐RO). This, in turn, requires a different style of organisational leadership ‐ leadership as a quality that is dispersed across the organisation not confined solely to the cadre of senior managers listed on an organisational chart.