Search results

How do transnational social movements organize? Specifically, this paper asks how an organized community can lead a nationalist movement from outside the nation. Applying the analytic perspective of Strategic Action Fields, this study identifies multiple attributes of transnational organizing through which expatriate communities may go beyond extra-national supporting roles to actually create and direct a national campaign. Reexamining the rise and fall of the Fenian Brotherhood in the mid-nineteenth century, which attempted to organize a transnational revolutionary movement for Ireland’s independence from Great Britain, reveals the strengths and limitations of nationalist organizing through the construction of a Transnational Strategic Action Field (TSAF). Deterritorialized organizing allows challenger organizations to propagate an activist agenda and to dominate the nationalist discourse among co-nationals while raising new challenges concerning coordination, control, and relative position among multiple centers of action across national borders. Within the challenger field, “incumbent challengers” vie for dominance in agenda setting with other “challenger” challengers.

In Poetic Justice, Martha Nussbaum (1996) offers one version of an argument frequently repeated in the history of law-and-literature scholarship; to wit, that the literary imagination performs a salutary function with regard to many domains of modern public life. While law and economics are governed by logics of bureaucratic rationality and utilitarian calculus, literature, in particular the novel, presents a counterdiscourse, inviting us to empathize with others, expanding our moral sense, emphasizing the importance of affect and imagination in the making of a just, humane, and democratic society. Nussbaum's broad goal is a commendable one; concerned that “cruder forms of economic utilitarianism and cost-benefit analysis that are…used in many areas of public policy-making and are frequently recommended as normative for others” are, in effect, dehumanizing, she argues for the importance to public life of “the sort of feeling and imagining called into being” by the experience of reading literary texts (1996, p. 3). This sort of feeling and imagining, Nussbaum explains, fosters sympathetic understanding of others who may be quite different from us and a deepened awareness of human suffering.

Executive presence is demonstrated by leaders who achieve high performance while doing it the right way. Research conducted by The Institute for Level Six Leadership at the University of Kansas and the United States Air Force Academy has shown that leadership skills can be acquired and developed. Leaders who are able to connect the ends of continuums such as action and thinking, the abstract and the concrete, and the theoretical and the practical experience heightened judgement, stronger character and greater emotional maturity within themselves and their followers. Four components of executive presence are identified in the paper:1. Successful track record2. Establishing trust through high performance3. Self‐management skills4. Relationship management skills.Using the Level Six Leadership concept as a foundation, seven American executives were interviewed on the topic of executive presence. Executives served in both the private and public sectors and it appears that executive presence can be developed in both segments of management.

The division between town and country in most areas of the world is marked and shows little evidence of any closer association, but in this country recent history with its wide economic changes has made the division less deep than in times past, but still within living memory. Time was when country folk were almost a distinct breed, living under conditions for the most part primitive.

This chapter presents findings from the author’s qualitative descriptive phenomenological dissertation and explores the complex decision-making processes inherent to internationalizing college and university campuses through the framework of bounded rationality. By capturing the essence of how college and university presidents describe their experiences of complex decision-making, a notable finding that emerged from the author’s study suggests that complex decision-making requires strategic decision-making approaches. Applying other decision-making strategies in complex situations empowers the decision-maker to mindfully maneuver through the intricate factors that impact choice and drive action. This chapter explores the complexity of how decisions are formulated from a strategic mindset, presents strategies and best practices, and offers recommendations that can be implemented as higher educational leaders embark on their own internationalization initiatives.

The advent of the Single European Market will have a significant effect on the competitive position in EC life insurance markets. This arises not only from enhanced freedom of establishment and the freedom of services to conduct cross‐frontier trade in insurance, but also from the deregulation of insurance markets in some Community countries which allow links between banks and insurers. The development of a Single Market in life insurance is described and the opportunities and threats for insurers are examined. The alternative strategies available to insurers are evaluated, with particular attention paid to costs and benefits of bank/insurance links.

The post‐Griffiths period in the British National Health Service (NHS) has seen a major upswing of interest in the evaluation of organisational performance. Many criteria are available to conduct such an evaluation. This paper presents a coherent framework to assist in thinking about this area. It explores the definitions and usages of relevant concepts. The variety of perspectives that actors in the health care field hold about quality are also examined and the inevitable role of values highlighted.

This is a brief study of the character, and the professional career, of one of the most spectacular and prolific of all the huge medley of book‐publishers in Victorian London. George Smith is perhaps today somewhat overshadowed by other famous names. Nevertheless, in 1944, the Cambridge historian, G.M. Trevelyan, singled him from the rest: as the publisher of the monumental Dictionary of National Biography. As the nineteenth century’s cult of printed books inevitably now recedes in favour of information technology, perhaps the time is ripe for this succinct evaluation of an extraordinary publisher from Victorian times who promoted not only works by Leslie Stephen, Thackeray, and many other literary men but particularly works by women‐novelists, such as Charlotte Bronte and Elizabeth Gaskell, despite the fact that he was far from being a “feminist”, in our own contemporary sense.

This paper aims to explore the reasons for and the subsequent longer-term impact of the closure of the Barlinnie Special Unit (BSU).

The paper is both descriptive, providing an overview of the work of the BSU, and conceptual in that it argues that the limits of “prisoner rehabilitation” are observed in the closure of the BSU, which sounds a warning for other penal therapeutic communities and what it means to operate effectively.

The BSU which assisted long-term, difficult and violent prisoners moderate their prison behaviour and then to live non-offending lives, lost the confidence of government ministers and officials, as well as senior prison managers and, seemingly, the public, so closed after being in operation for 21 years. The impact of this has been that the Scottish Prison Service has not introduced, or attempted to introduce, a similar regime for managing and treating violent and disruptive prisoners.

There are important lessons to be learned from the BSU experience for all who manage and work in specialist, prison therapeutic units or within prison therapeutic regimes. This includes balancing the therapeutic elements of the regime, which may involve engaging in practices which are outside the norm for custodial establishments, with those establishments’ security and operational requirements, so as to not to create a disconnect between addressing offending behaviour and maintaining expected standards of wider prison conduct.

While there have been previous evaluations of the BSU, the longer-term impact has neither been previously considered and nor has the unit’s closure been considered from a penal philosophical perspective.

The purpose of this paper is to investigate the productivity performance at the firm level from the perspective of manufacturing capability development at the process level. Moreover, it reveals how alignment of manufacturing capabilities with market requirements has influenced a firm’s productivity over a period that includes the 2008 global recession.

A conceptual framework was derived from established theories and employed as part of a case study design encompassing a multiple methods research approach. The case of a UK SME was selected to reflect some of the issues associated with the wider productivity stagnation experienced by the UK economy in recent years.

The firm’s manufacturing strategy had become incrementally misaligned with market requirements due to external changes in its business environment. The complex relationships between capabilities such as quality, speed and cost were characterised. Realigning the firm’s manufacturing strategy to regain productivity performance required a range of prioritised actions including capital investment and changes in management practices concerning bottom-up process improvement and regular, top-down strategy review.

The findings of the case study cannot be generalised and the outcomes are specific to just one firm. However, the approach lends itself to replication, particularly within SMEs.

Prior studies have focussed on capability development at higher levels of abstraction. The study operationalized established theoretical perspectives at the firm level to derive context-based outcomes that can be used to improve manufacturing strategy alignment and productivity. Furthermore, the study contributes empirical evidence from the SME sector to the ongoing debate regarding the UK’s productivity puzzle.