Robert B Anderson and Robert J Giberson
This chapter explores economic development and entrepreneurship among Aboriginal1 people in Canada as a particular instance of Indigenous entrepreneurship and development activity…
Abstract
This chapter explores economic development and entrepreneurship among Aboriginal1 people in Canada as a particular instance of Indigenous entrepreneurship and development activity worldwide. In turn, Indigenous entrepreneurship, and the economic development that flows from it, can be considered a particular sub-set of ethnic entrepreneurship. What makes Indigenous entrepreneurship a particular and distinct instance of ethic entrepreneurship is the strong tie between the process and place – the historic lands of the particular Indigenous group involved. With Aboriginal populations there is also often a strong component of “nation-building,” or more correctly re-building. This is in contrast with instances of entrepreneurship associated with ethnic groups that have migrated to new places and are pursuing economic opportunities there in ways that distinguish them from the non-ethnic population.
Under this heading are published regularly abstracts of all Reports and Memoranda of the Aeronautical Research Council, Reports and Technical Notes of the United States National…
Abstract
Under this heading are published regularly abstracts of all Reports and Memoranda of the Aeronautical Research Council, Reports and Technical Notes of the United States National Advisory Committee for Aeronautics and publications of other similar Research Bodies as issued
THE title of this short paper is somewhat of a misnomer, as the German Volks bibliothek is not the same as an English Public Library. As Dr. Schultze says: “When we speak of an…
Abstract
THE title of this short paper is somewhat of a misnomer, as the German Volks bibliothek is not the same as an English Public Library. As Dr. Schultze says: “When we speak of an English Public Library we know exactly what is meant, but the German Volks bibliothek does not convey any definite impression. Too often it still means a very small collection of books, probably gifts which are accessible to borrowers at certain hours each week. As a rule, the revenue is so trifling that after paying the small working costs there is little or nothing left for buying books.” Taking, therefore, the term Public Library for the sake of convenience, we may assume that the first Public Library in Germany was opened in Hamburg, in 1529, as the result of Luther's recommendation (1524) “that good libraries, especially in the large towns, should be established.” At the beginning of the 18th century, a number of free libraries were established, these were usually connected with churches and schools, yet their very name “free” seemed an invitation to everyone to share the treasures they contained. These libraries were principally in central Germany and Saxony.
The purpose of this paper is to describe The Leadership Circle Profile as a significant advancement in leadership assessment and development technology.
Abstract
Purpose
The purpose of this paper is to describe The Leadership Circle Profile as a significant advancement in leadership assessment and development technology.
Design/methodology/approach
This paper will describe how The Leadership Circle Profile integrates many of the best psychological, leadership, and spiritual development frameworks and theory into an integrated competency‐based leadership assessment.
Findings
In addition to describing The Leadership Circle Profile, the article will summarize key statistical information that suggests the underlying validity of the instrument. It will also show how the major dimensions measured by the Profile are correlated to leadership effectiveness and a business performance index. A full description of the validity data and research methodology is beyond the scope of this paper.
Originality/value
Organization development consultants and executive coaches will discover a new leadership assessment technology that goes beyond what is available in other tools, in that, it is a more complete model of leadership development; immediately brings the key internal and behavioral issues to the surface; and invites the client to work more deeply and transformationally within themselves.
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Karl S.J. Anderson and Robert J. Galavan
For organizational leaders, managing strategic change is a primary management activity (By, 2005). Reflecting its significance as a management function, there is now a substantial…
Abstract
For organizational leaders, managing strategic change is a primary management activity (By, 2005). Reflecting its significance as a management function, there is now a substantial body of literature and many dynamic models and “recipes” advising managers how to lead and implement strategic change. These models present an ordered macro approach to what, in reality, is a highly complex, recursive, and messy process. In this chapter we eschew these neatly packaged change management processes and explore the micro level arguments of leaders as they grapple with the uncertainty of strategic change and seek to give primacy to their sense of the change and related issues. Based on the findings of our extensive micro level study, we present a theoretical model which explains the mechanisms that underpin this important activity.
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At the beginning of the 21st century, multiple and diverse social entities, including the public (consumers), private and nonprofit healthcare institutions, government (public…
Abstract
At the beginning of the 21st century, multiple and diverse social entities, including the public (consumers), private and nonprofit healthcare institutions, government (public health) and other industry sectors, began to recognize the limitations of the current fragmented healthcare system paradigm. Primary stakeholders, including employers, insurance companies, and healthcare professional organizations, also voiced dissatisfaction with unacceptable health outcomes and rising costs. Grand challenges and wicked problems threatened the viability of the health sector. American health systems responded with innovations and advances in healthcare delivery frameworks that encouraged shifts from intra- and inter-sector arrangements to multi-sector, lasting relationships that emphasized patient centrality along with long-term commitments to sustainability and accountability. This pathway, leading to a population health approach, also generated the need for transformative business models. The coproduction of health framework, with its emphasis on cross-sector alignments, nontraditional partner relationships, sustainable missions, and accountability capable of yielding return on investments, has emerged as a unique strategy for facing disruptive threats and challenges from nonhealth sector corporations. This chapter presents a coproduction of health framework, goals and criteria, examples of boundary spanning network alliance models, and operational (integrator, convener, aggregator) strategies. A comparison of important organizational science theories, including institutional theory, network/network analysis theory, and resource dependency theory, provides suggestions for future research directions necessary to validate the utility of the coproduction of health framework as a precursor for paradigm change.
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Quality improvement has developed and spread, and today, all Swedish Regions emphasize that their strategies are based on systematic improvement. This paper aims to describe and…
Abstract
Purpose
Quality improvement has developed and spread, and today, all Swedish Regions emphasize that their strategies are based on systematic improvement. This paper aims to describe and illuminate the development of Quality Improvement (QI) in Swedish healthcare and welfare organizations by using publications in a Swedish context.
Design/methodology/approach
The overview synthesis is inspired by a scoping literature review approach of relevant literature. All publications relevant to Swedish healthcare and welfare settings between 1992 until 2020 were included.
Findings
In all, 213 papers, 29 books and chapters and 34 dissertations related to QI and research in Swedish healthcare and welfare context were identified. From 2011 to 2020, the publication rate increased rapidly. Six different focus areas emerged: systematic and value-creating improvement work; collaboration between organizations and healthcare providers; use of improvement methods and (theoretical) models; leadership and learning; measurements, quality registers and follow-up; and involvement and patient safety. Further QI development in Swedish healthcare and welfare points to an increased importance of collaboration between organizations and coproduction with beneficiaries for the healthcare and welfare services.
Originality/value
This paper is one of the first to describe and illuminate the QI development in the healthcare and welfare sector in a country. The trajectory also points to a need for coproduction to handle future challenges.