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Schwob, Claude. "Keynes, Meade, Robbins et l’Organisation internationale du commerce." L'Actualité économique 83, no. 2 (February 4, 2008): 255–83. http://dx.doi.org/10.7202/017519ar.
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Résumé Il a fallu attendre l’année 1994 pour que soit décidée la création d’une organisation internationale chargée d’encadrer le commerce international : l’Organisation mondiale du commerce (OMC). Pourtant des négociations ont commencé sur ce sujet dès 1941. Elles ont eu pour objectif de créer une Organisation internationale du commerce (OIC) et ont abouti en 1948 à la Charte de la Havane instituant une Organisation internationale du commerce. Mais l’OIC n’a jamais vu le jour. À une époque où s’exprime un désenchantement devant les promesses non tenues par les organisations internationales, il est utile de rappeler le contexte intellectuel dans lequel l’idée d’organiser le commerce mondial a émergé. L’article qui suit présente les conceptions des trois principaux économistes britanniques ayant participé à ces négociations : Keynes, Meade et Robbins.
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Hirt, Christian, Renate Ortlieb, Julian Winterheller, Almina Bešić, and Josef Scheff. "Developing international talents: how organisational and individual perspectives interact." European Journal of Training and Development 41, no. 7 (August 7, 2017): 610–27. http://dx.doi.org/10.1108/ejtd-12-2016-0091.
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Purpose Focusing on an international trainee- and internship programme, this paper aims to propose a new framework that links organisational strategies regarding ethnic diversity with career competencies of the programme participants. Design/methodology/approach The paper adopts a case study design. It examines the interplay of the perspectives of the organisation, which is an Austrian bank, and of the programme participants, who are university graduates from South-Eastern Europe. It draws on the typology of diversity strategies by Ortlieb and Sieben (2013) and the categorisation of individual career competencies by DeFillippi and Arthur (1994). Findings The bank benefits from the programme participants’ competencies with regard to South-Eastern Europe and increased legitimacy gained from the public. Programme participants acquire many knowing-how, knowing-why and knowing-whom competencies, especially if the bank pursues a so-called learning strategy towards ethnic diversity. On the other hand, individual knowing-how competency supports an organisation’s antidiscrimination strategy, whereas knowing-why and knowing-whom competencies benefit the organisational learning strategy. Research limitations/implications Although the paper builds on a single case study and the ability to generalise is limited, the findings imply that future human resource development concepts should jointly consider the perspectives of both organisations and individuals. Practical implications Owing to their high strategic relevance, organisations should look into the competencies of skilled migrants and evaluate the critical resources they offer. Both organisational learning and an organisation’s strategic development are key concerns. The proposed framework helps to effectively design trainee- and internship programmes and simultaneously anticipate organisational and individual consequences thereof at an early stage. Originality/value The proposed framework concerning the interplay between organisational and individual perspectives as well as the regional focus on South-Eastern Europe present novelties.
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Patel, Bimal N. "The Accountability of International Organisations: A Case Study of the Organisation for the Prohibition of Chemical Weapons." Leiden Journal of International Law 13, no. 3 (September 2000): 571–97. http://dx.doi.org/10.1017/s0922156500000364.
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The law of international organisations needs to address comprehensively, the legal question of the accountability of such Organisations. In the contemporary world, whereas states, multinational corporations, and individuals can be held accountable under applicable systems of law, there is no equivalent set of rules that applies to international organisations. The OPCW, a global disarmament Organisation, is a good model of an accountable Organisation. The Chemical Weapons Convention embodies various sets of rules and provisions, which ensure the accountable functioning of the Organisation. This article examines the concept of the accountability of international organisations as envisioned by the International Law Association, and analyses the concept in the context of the OPCW.
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Otulia, Patrick Omutia, Isaac M. Mbeche, Gituro Wainaina, and James Njihia. "Influence of Organisational Resources on Performance of ISO Certified Organisations in Kenya." European Scientific Journal, ESJ 13, no. 34 (December 31, 2017): 119. http://dx.doi.org/10.19044/esj.2017.v13n34p119.
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This study aimed at examining the influence of organisational resources on organisational performance of International Organisation for Standardization (ISO) certified organisations in Kenya. The study was based on Total Quality Management (TQM) theory. A cross-sectional research survey design was adopted. Primary data was collected from a sample of 282 ISO certified organisations by use of a questionnaire, and secondary data was obtained from financial statements of 27 ISO certified organizations sampled. Descriptive statistics was used to analyze proportions of the variables and multiple regression model was used to estimate the effect of organisational resources on the performance of ISO certified organizations. The findings show that abundant organisational resources reduce performance. The study, therefore recommends that the management of ISO certified organisations should employ limited organisation resources available efficiently and train their staff in managerial skills in order to improve performance of their organizations.
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Knutsson, Hans, and Anna Thomasson. "Exploring organisational hybridity from a learning perspective." Qualitative Research in Accounting & Management 14, no. 4 (October 9, 2017): 430–47. http://dx.doi.org/10.1108/qram-04-2016-0030.
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Purpose The purpose of this paper is to explore if the application of a framework building on organisational learning focusing on organisational processes can increase our understanding of how hybrid organisation develops over time and why they fail to live up to external expectations. Design/methodology/approach The aim of this study is descriptive and explorative. It is accordingly designed as a qualitatively oriented case study. To capture the process of forming and developing hybrid organisations, the study takes a longitudinal approach. The case chosen for the study is a municipally owned company in Sweden providing waste management services. The study revolves around empirical data gathered in official documents and in face-to-face interviews. All the data concern the time span between 2004 and 2016. Findings The analysis of the case studied provides us with insights into how hybridity manifests itself in mind-set and processes. There is a need for individuals within and around the organisation to be aware of and accept new goals and strategies to change their behaviour accordingly. The result of this study thus shows that contrary to findings in previous research on hybrid organisations, merely changing the structure of the organisation is not sufficient. Instead, learning is key to the development of hybridity and to overcome goal incongruence and conflicts of interest in hybrid organisations. However, this takes time and is likely to be dependent on individuals’ willingness to accept and adapt these new strategies and goals. Research limitations/implications The result of this study is based on one single case study in one specific hybrid context. No empirical generalisation is aspired to. Instead, the aim has been to – through an explorative approach – make an analytical contribution to the knowledge about hybrid organisations. Further studies are thus necessary to deepen the understanding of the hybrid context and the situations under which hybrid organisations operate and develop. Practical implications Based on the result from this study, it seems that an organisation needs to learn how to be a hybrid organisation. There are no isolated structural solutions that can create a hybrid organisation other than in a formal sense. New ways to exploit organisational resources and the hybrid context are necessary to find new and innovative ways of how to use the hybrid context in a way that improves service sector delivery. Originality/value Predominately, research on hybrid organisations has until recently been working with the premise that hybrids are not a breed of its own but a mix of two or several ideal types. Consequently, the result from this type of research has often landed in a conclusion regarding the complexity of combining what often is considered contradictory and conflicting goals. In this paper, a different and novel approach is taken. The paper illustrates how hybrid organisations develop over time, and it suggests that hybridity manifests itself in mindset and processes. The main contribution is an exploration and illustration of how organisational learning may be considered as the missing link between the structural orientation of previous explanations of hybrid organisations and the organisational property of hybridity. Hybridity is the result of exposure to, acceptance of and adaptation to new goals and strategies and expresses itself in “hybrid behaviour”.
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Forster, Malcolm J. "International Maritime Organisation." International Journal of Estuarine and Coastal Law 1, no. 2 (1986): 206–17. http://dx.doi.org/10.1163/187529986x00140.
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Ireland-Ripert, J., and A. Møller. "Langual: international organisation." Food Chemistry 57, no. 1 (September 1996): 155–56. http://dx.doi.org/10.1016/0308-8146(96)89046-7.
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Dellmuth, Lisa Maria, and Jonas Tallberg. "Advocacy Strategies in Global Governance: Inside versus Outside Lobbying." Political Studies 65, no. 3 (April 5, 2017): 705–23. http://dx.doi.org/10.1177/0032321716684356.
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As political authority shifts to the global level, non-governmental organisations (NGOs) increasingly attempt to influence policy-making within international organisations (IOs). This article examines the nature and sources of non-governmental organisations’ advocacy strategies in global governance. We advance a twofold theoretical argument. First, non-governmental organisation advocacy can be described in terms of inside and outside strategies, similar to interest group lobbying in American and European politics. Second, non-governmental organisations’ chosen combination of inside and outside strategies can be explained by their organisational goals and membership base. Empirically, this argument is corroborated through a large-n analysis of original data from structured interviews with 303 non-governmental organisation representatives active in relation to the United Nations (UN), complemented by 19 semi-structured interviews with UN and state officials. The article’s findings have implications for the theory and practice of non-governmental organisation involvement in global governance.
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Wickremasinghe, Chanaka. "Casenote: The Bustani Case Before the ILOAT." International Organizations Law Review 1, no. 1 (2004): 197–207. http://dx.doi.org/10.1163/1572374043242358.
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AbstractOn one reading the decision of the International Labour Organisation Administrative Tribunal (ILOAT) on the complaint of Jose Bustani against Organisation for the Prohibition of Chemical Weapons (OPCW) appears to take the law of international organisations in new directions in relation to the vexed question of judicial review of the acts of the political organs of international organisations. The judgment purports to set aside a decision of the plenary organ of the OPCW to remove its Director-General before the expiry of his fixed-term employment contract. However, the position of the chief administrative officer of an international organisation has a dual aspect, in that as well as being an employee of the organisation he or she also plays a significant "constitutional" role as part of the structure of the organisation, with significant responsibilities contributing to the fulfilment of its functions. The judgment of the ILOAT seeks as far as possible to treat the Director-General as simply an employee of the organisation and only occasionally focuses on his broader role within the organisation.
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Navrátil, Matej. "The EU Delegation Sarajevo as an Organisational Proxy of the EU’s Administrative Co-governance." Hague Journal of Diplomacy 15, no. 3 (August 5, 2020): 252–78. http://dx.doi.org/10.1163/1871191x-bja10031.
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Summary This article argues that by using the European Union Delegation (EUD) in Sarajevo as an organisational proxy, the EU creates tools allowing it to participate in the enhancement of external administrative co-governance in Bosnia and Herzegovina. Inspired by the organisation theory approach, this article conceives of the EUD Sarajevo as a hybrid organisation. Such organisations are defined as a product of a combination of two sovereign organisations pursuing a common interest. They recombine multiple institutional logics, stimulate institutional change and spark innovative practices. The conceptualisation of the EUD Sarajevo as a hybrid organisation offers analytical insight for understanding the EU’s role in the society of states and allows us to theorise more concretely about the impact that a non-state actor has on the transformation of the institutions of diplomacy and sovereignty, which are foundational institutions of the international system of states.
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Lentjušenkova, Oksana, and Inga Lapiņa. "An integrated process-based approach to intellectual capital management." Business Process Management Journal 26, no. 7 (April 23, 2020): 1833–50. http://dx.doi.org/10.1108/bpmj-03-2019-0101.
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PurposeNowadays, the aspects of the intellectual capital (IC) management have become important, valuing it as an integral part of the organisation. Researchers emphasise the strategic importance of IC management, particularly in the context of satisfying the stakeholders' interests and value creation. However, the existing studies reflect individual elements of IC management, not analysing them as a system which is a part of the organisational management system, and hence it is impossible to draw valid conclusions on the impact of IC on the organisation's performance. The aim of the paper is to describe an approach to the elaboration of the IC management strategy and its integration into the organisation's management system.Design/methodology/approachThe developed approach is based on a holistic and systemic view of the organisation, where IC management is integrated into the organisation's management . This approach is based on the structure of IC developed by Lentjušenkova and Lapina (2016). In this structure, business processes are the IC component that unites the other three ones – human capital, technologies and intangible assets. The study has used induction and deduction, as well as analytical and synthetic qualitative research methods, including logical constructive and conceptual (concept) analysis.FindingsElaborating the organisational strategy by taking into account the stakeholder interests, the organisation is able to ensure sustainable development. Using the integrated management approach, IC management is integrated into the organisation's activities and joint operational strategy. In this case, IC management becomes an integral part of the organisation's activities functioning in conjunction with the other organisation's systems, and it is integrated into all ongoing business processes.Research limitations/implicationsThe approach the authors have proposed to IC management could be adapted by small and medium-sized companies. Using it, companies do not need to create special functional units or division, because IC becomes an integral part of organisation's processes.Originality/valueIn previous studies, business processes were considered as one of the components of IC. In the study’s approach, business processes imply integration of IC into the overall organisation management system. As a framework for the proposed approach, the authors have used the Deming cycle “Plan-Do-Check-Act” that envisages dividing the development and implementation of the IC management and development strategy into four phases, with a clear allocation of tasks and a defined outcome for each individual phase. To use this approach, it is enough for organisations to conduct an analysis of processes and, depending on the strategic goals of the organisation, make additions related to managing IC.
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Antonowicz, Mirosław. "65 Years of OSJD Activities in Eurasia." Problemy Kolejnictwa - Railway Reports 65, no. 192 (September 2021): 111–20. http://dx.doi.org/10.36137/1921e.
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The Organisation for Co-Operation between Railways (OSJD) is an international organisation established on the basis of the “Provisions on the Organisation for Cooperation between Railways” international agreement. The year 2021 is significant for the OSJD since the Organisation celebrates 65 years of its existence. The past years were a period of constant development of the OSJD, full of important events and changes, both within the Organisation itself and in the economic and geopolitical situation of the regions in which it functions. The OSJD has always been focused on the development and improvement of railway transport in Eurasia through the development and improvement of transport corridors and the harmonization of transport law. It is one of the major organisations in the railway sector, actively operating and cooperating with other important international organisations functioning in the railway transport sector, such as the International Union of Railways (UIC), the International Rail Transport Committee (CIT), and the Intergovernmental Organisation for International Carriage by Rail (OTIF), whose task is to promote, cooperate, develop, improve, and facilitate international railway transport as a means of transport that could meet the challenges in terms of mobility and sustainable transport. As part of this cooperation, the OSJD is focused on the constant improvement of railway transport through the simplification of border procedures and the harmonisation of transport documents, which is exemplified by the common CIM/SMGS consignment note. The purpose of this article is to outline the main tasks and roles of the Organisation in the development of railway transport in Eurasia in recent years. Keywords: OSJD, railway transport, international organisations, Eurasia, consignment note
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Tsai, August. "An empirical model of four processes for sharing organisational knowledge." Online Information Review 38, no. 2 (February 25, 2014): 305–20. http://dx.doi.org/10.1108/oir-03-2013-0059.
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Purpose – This study aims to introduce an empirical model which incorporates newsgroups, knowledge forums, knowledge assets and knowledge application processes to share organisational knowledge. Therefore it seeks to illustrate an application for integrating knowledge management (KM) into the business process. Design/methodology/approach – The Taiwanese contingent of an international certification body – also a council member of the International Organisation for Standardisation (ISO) – was selected for a case study. A hybrid technology infrastructure was designed and employed to implement the proposed model. Based on knowledge value added validation, the proposed KM model provides a set of new operating systems for sharing knowledge within an organisation. Findings – Although many theories regarding implementation of KM in organisations have been proposed and studied, an application model for practical integration of various modern principles to share organisational knowledge is strategically important. Therefore a model that integrates principal KM applications into the business process, and the measurement of the resulting benefits, has been developed. Originality/value – Knowledge is a valuable asset for an individual in today's economy; nevertheless the acquisition of such an asset relies heavily on knowledge sharing within an organisation. The author has proposed an exclusive hybrid platform with an empirical process model to address innovative approaches and practical values of KM within an organisation.
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Maduka, Nnamdi Stanley, Helen Edwards, David Greenwood, Allan Osborne, and Solomon Olusola Babatunde. "Analysis of competencies for effective virtual team leadership in building successful organisations." Benchmarking: An International Journal 25, no. 2 (March 5, 2018): 696–712. http://dx.doi.org/10.1108/bij-08-2016-0124.
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Purpose Global competition and advances in technology have enhanced the growing trend of virtual teams in order to execute business strategies. Thus, understanding the competencies needed for virtual leadership effectiveness is essential and vital to organisational success. The purpose of this paper is to identify and analyse the required competencies for virtual team leadership and its effectiveness in an organisation. Design/methodology/approach The study adopted case study methodology to undertake an exploratory study of a manufacturing organisation. Using a questionnaire that was designed following a focussed literature review to identify the specific virtual leadership competencies, structured interviews were conducted face-to-face with 14 respondents from two major virtual team groups. The interviews were designed to elucidate the opinions and perceptions of virtual team members with respect to selected characteristics of their virtual team leaders (VTLs). The responses obtained were analysed using descriptive statistics and thematic analysis. Findings The study identified the competencies required for effective leadership in virtual teams in order to achieve the organisational project success. The performance of the two VTLs in the organisation was then assessed in the light of these identified competencies. The study also identified transformational leaders as important to be considered when selecting VTLs because they are known to achieve high-performing team. However, the study found that considering the virtual leadership competencies, the two VTLs were found to have not, on the whole, performed well because they are lacking in some of the leadership competencies required for effective leadership in a virtual team and this has led to their organisation not achieving the required success in virtual teams. Practical implications The study has implications for organisations’ virtual team project leaders. The identification of specific leadership competencies for virtual team leadership will enable organisations to be more informed when looking for effective leaders in their virtual teams in order to achieve high-performing virtual teams, which will lead to organisational growth and success. The study is expected to enhance the success rate of any typical organisation using virtual teams. Originality/value The study would be highly beneficial to both the potential and current stakeholder organisations considering virtual teams to execute business strategies. This study has also added to the body of knowledge by further exploring the leadership competencies needed for virtual teams.
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Ledimo, Ophillia. "Diversity Management: An Organisational Culture Audit To Determine Individual Differences." Journal of Applied Business Research (JABR) 31, no. 5 (August 28, 2015): 1733. http://dx.doi.org/10.19030/jabr.v31i5.9388.
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<p class="Default">The purpose of this study was to conduct an organisational culture audit to determine individual differences of employees within the South African army. A quantitative study was conducted with a random sample size n=238. The participants completed the biographical questionnaire and the Organisational Culture Inventory (OCI) which was used to measure organisational culture. Descriptive and inferential statistics were used to identify the existing culture type in this organisation and the statistically significant individual differences of the employees regarding their perception of the organisational culture. The findings of this study are valuable for organisational development practitioners and managers who are responsible to manage diversity in their organisation because it enables organisations to understand the culture of their diverse workforce and to propose relevant measures for improving employee performance using individual differences. These findings also provide opportunity for future research. This study also adds knowledge regarding organisational culture diagnosis and the nature of individual differences, especially within the South African work context.</p>
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Bjorvatn, Torbjørn. "Internal projects as strategic tools: an organisation-level perspective and a research agenda." International Journal of Managing Projects in Business 15, no. 1 (November 23, 2021): 216–40. http://dx.doi.org/10.1108/ijmpb-05-2021-0118.
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PurposeThe purpose of this conceptual paper is to describe and explain how organisations use internal projects to implement organisation-level strategy objectives.Design/methodology/approachTheory development with an emphasis on explaining key constructs and their mutual relationships. The theoretical contribution is represented in a diagram along with a detailed verbal account.FindingsThe paper develops a dynamic, cross-level framework to illustrate the organisational processes and outcomes that determine project-based strategy implementation within a single organisation. The interplay between the base organisation and the project, and benefits realisation were singled out as key future research areas. The proposed framework engages with central discourses in the fields of project management, strategic management, innovation studies, knowledge management and organisation studies.Research limitations/implicationsOnly the contours of an organisation-level theory of strategically motivated internal projects are outlined. Future research must elaborate on the complexities, the non-linear relationships and the boundary conditions that follow from the proposed framework.Practical implicationsManagers are alerted to the strategic role of internal projects, how these projects help connect strategy and performance and what the accompanying organisational processes and outcomes look like.Originality/valueThe paper constitutes an early conceptual treatment of strategy-driven internal projects as a distinct project category, thus addressing a major knowledge gap in project studies. Organisational project-management theory is extended with suggestions for future research.
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Armstrong, David. "From International Community to International Organisation?" Commonwealth & Comparative Politics 39, no. 3 (November 2001): 31–50. http://dx.doi.org/10.1080/713999564.
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Beatson, Amanda, Ian Lings, and Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers." Journal of Management & Organization 14, no. 2 (May 2008): 168–79. http://dx.doi.org/10.5172/jmo.837.14.2.168.
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AbstractWe provide conceptual and empirical insights elucidating how organisational practices influence service staff attitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies and practices that strengthen the service-oriented behaviours of their employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery of high quality services (enhancing organisational effectiveness) and the maintenance of front-line staff (increasing organisational efficiency). Specifically, service-oriented business strategies in the form of organisational-level service orientation and practices in the form of training directly influence the manifest service-oriented behaviours of staff. Training also indirectly affects the intention of front-line staff to leave the organisation; it increases job satisfaction, which, in turn has an impact on affective commitment. Both affective and instrumental commitment were hypothesised to reduce the intentions of front-line staff to leave the organisation, however only affective commitment had a significant effect.
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Arya, SubhashC. "New international AIDS organisation." Lancet 344, no. 8929 (October 1994): 1092. http://dx.doi.org/10.1016/s0140-6736(94)91751-5.
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Nau, Jean-Yves, JulioS G. Montaner, and MartinT Schechter. "New international AIDS organisation." Lancet 344, no. 8921 (August 1994): 535–36. http://dx.doi.org/10.1016/s0140-6736(94)91919-4.
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Hughes, Steve. "The International Labour Organisation." New Political Economy 10, no. 3 (September 2005): 413–25. http://dx.doi.org/10.1080/13563460500204324.
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Waldichuk, M. "The International maritime organisation." Earth-Science Reviews 25, no. 3 (September 1988): 242–43. http://dx.doi.org/10.1016/0012-8252(88)90025-6.
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Lee, Gregory John, and Nicole Faller. "Transactional and Relational Aspects of the Psychological Contracts of Temporary Workers." South African Journal of Psychology 35, no. 4 (November 2005): 831–47. http://dx.doi.org/10.1177/008124630503500412.
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Contingent labour is an increasingly important part of the international and South African business environment. Several questions arise regarding the relationships between such workers and the client organisations that utilise their labour. Do contingent workers maintain transactional relationships only? Can loyalty and commitment be increased in such workers? Using the concept of the psychological contract, this article ascertains whether relationships with the client organisation vary for South African temporary workers of varying tenures. Employing a cross-sectional design, results for 174 temporary workers suggest that relationships with client organisations begin with largely transactional elements. Over time, the contract becomes significantly more relational, especially after the worker has been with the client organisation for six months or more. This relationship is affected by contract violation and organisational support.
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Buys, Nicholas, Lynda R. Matthews, and Christine Randall. "Employees' Perceptions of the Management of Workplace Stress." International Journal of Disability Management 5, no. 2 (December 1, 2010): 25–31. http://dx.doi.org/10.1375/jdmr.5.2.25.
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AbstractThe purpose of this study was to explore how employees perceive their organisation's efforts to address the management of stress in their workplaces and to examine differences based on demographic variables of organisational location and size. A convenience sample of 85 people at an international disability management conference completed a Management of Stress in the Workplace Questionnaire. Results of this survey indicated that employees were not positive about their organisations efforts to manage stress in either prevention or rehabilitation activities. Employees from smaller organisations rated their workplace environments more positively than larger organisations. A perceived high incidence of stress in an organisation was negatively related to perceptions about the work environment. Lower perceived levels of stress-related compensation claims were associated with higher ratings of prevention and higher workplace environment ratings. Effective disability management programs need to address a range of individual, organisational and system factors that cause and exacerbate stress injuries. In addition to the provision of a range of prevention and rehabilitation services, it is important that organisations look at ways to improve workplace culture and, by association, job satisfaction and workplace morale.
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Stapley, Lionel. "Organisational creativity—birth of a journal." Twentieth Anniversary Special Issue 21, no. 1 (June 30, 2021): 1–10. http://dx.doi.org/10.33212/osd.v21n1.2021.1a.
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This article documents the way that, taking advantage of new technology, organisational creativity resulted in developing from a failing organisation, to develop into a truly international organisation. The article starts from the conflictual nature of industrial relations in the UK in the 1960s and continuing into the 1970s which resulted in the launch of OPUS (an Organisation for Promoting Understanding of Society) in 1975, its early development, and decline into a near non-active organisation until the appointment of a new Executive Director in 1994. The article then concentrates on the development of a new comprehensive medium- to long-term strategy that, in the following six years resulted in the development of a vibrant and successful organisation providing for the needs of those involved in any way with a systems psychodynamic way of working. It then moves to one of the major strategic aims, that of producing an international journal that would provide a vehicle for the systems psychodynamic field of working; through to the publication of the first issue of the international journal Organisational and Social Dynamics, in 2001.
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Nanayakkara, Kusal, Sara Wilkinson, and Dulani Halvitigala. "Influence of dynamic changes of workplace on organisational culture." Journal of Management & Organization 27, no. 6 (November 2021): 1003–20. http://dx.doi.org/10.1017/jmo.2021.69.
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AbstractChallenged by the effects of organisational flexibility and high corporate real estate costs, organisations are increasingly seeking flexibility and operational efficiency in their office spaces. To date, the literature relating to flexible office spaces has focused mainly on their physical characteristics. The full effects of such spaces on human reactions and the corporate culture of organisations are less understood. The objective of this paper is to examine the influence of introducing activity-based working (ABW) on existing organisational culture. It was addressed from the perspective of the management of large corporate organisations. A mixed-method research that included a qualitative approach followed by a quantitative approach was adopted. The first stage included semistructured interviews with 19 large organisations who had introduced flexible layouts. The second stage involved a questionnaire survey of 32 organisations which had experienced office layout changes. Findings identify that the nature of workplace designs has a considerable impact on the corporate culture of an organisation and can be used to leverage and change its culture. Workplace designs directly influence culture by supporting the systems, symbols, engagement/motivation and behaviours of the organisation and employees. However, some differences between the perceptions of public and private organisations were identified. In conclusion, office layouts are artefacts that can either support, or change, the existing organisational culture. Therefore, the critical achievement of workspace design is to integrate the cultures, values and behaviours of organisations to meet their ultimate goals.
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Crowley-Henry, Marian, Edward P. O'Connor, and Blanca Suarez-Bilbao. "What goes around comes around. Exploring how skilled migrant founder–managers of SMEs recruit and retain international talent." Journal of Global Mobility: The Home of Expatriate Management Research 9, no. 2 (May 4, 2021): 145–65. http://dx.doi.org/10.1108/jgm-01-2021-0003.
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PurposeThis micro-level study unpacks the recruitment and retention of international professionals to small and medium-sized enterprises (SMEs). The study highlights the influence of the founders' international experience when applying organisational-level (meso) policies and practices. With their insider experience as skilled migrants, we share how the founders in each of the SMEs mobilised career capital into human resource management (HRM) strategies.Design/methodology/approachCombining literature on SMEs and skilled migrants' careers, we draw upon intelligent career theory to illuminate the recruitment and retention of self-initiated expatriates and skilled migrants in SMEs. With three SME case studies as samples–one micro, one small and one medium-sized organisation in Ireland–we consider the influence of the founders' international experience in the design and application of formal and informal HRM strategies (at the organisational level) that are operationalised to recruit and retain international talent to/in these organisations.FindingsThe HRM practices in the three SME cases in this paper, each run by migrant founders, vary from formalised (for our medium-sized organisation), semi-formalised (for our small-sized organisation) to ad hoc and tailor-made (for our micro-sized organisation). These particular SMEs were often more receptive to hiring other migrants. The important role of the three SME case studies' skilled migrant founders and their own international career experiences was apparent in the particular HRM approaches they adopted. The relevance of intelligent career theory when applying micro-level findings at the meso-organisational level is shown.Originality/valueThe paper presents how the international experience of founder–managers, in turn, impacts on the HRM practices and policies that are implemented to recruit and retain international employees. The study highlights how both organisation size and founder-manager international experience influence the degree of customisation of HRM practices and policies in SMEs, specifically pertaining to the recruitment and retention of self-initiated expatriates and skilled migrant employees. The heterogeneity within the sub-categories encompassed under the umbrella label of SME is emphasised; validating our case study approach, where nuance and detail of the specific organisation can be shared.
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VISSCHER, KLAASJAN, and PETRA C. DE WEERD-NEDERHOF. "RISE AND FALL OF AN INNOVATIVE ORGANISATION: THE INNOVATION JOURNEY OF ERICSSON ENSCHEDE." International Journal of Innovation Management 10, no. 03 (September 2006): 217–35. http://dx.doi.org/10.1142/s136391960600148x.
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This paper presents a case history of an Ericsson design centre in the Netherlands, from its founding in 1990 till its dramatic end in 2003. The paper describes the development of the organisation over the years — its origins, the abundant growth, the many organisational and technological metamorphoses it underwent and the eventual downfall. The purpose of this paper is to search for patterns in the dynamics of internationally operating R&D organisations and to clarify the peculiarities in the innovation journey of this Ericsson design centre. In particular, we focus on the actions of local R&D managers, the design of organisational forms, the relation between technology and organisation, and the relation between local design centres and their headquarters.
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Broome, André, and Leonard Seabrooke. "Seeing like an International Organisation." New Political Economy 17, no. 1 (February 2012): 1–16. http://dx.doi.org/10.1080/13563467.2011.569019.
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Tavernier, Paul. "INTERNATIONAL ORGANISATION OF THE FRANCOPHONIE." Human Rights Law in Africa Online 1, no. 1 (2004): 746–49. http://dx.doi.org/10.1163/221160604x00675.
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Crossman, Joanna E. "Being on the outer: The risks and benefits of spiritual self-disclosure in the Australian workplace." Journal of Management & Organization 21, no. 6 (March 4, 2015): 772–85. http://dx.doi.org/10.1017/jmo.2015.6.
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AbstractSelf-disclosure has been connected to a number of organisational benefits such as increased motivation, trust building, employee well-being, organisational identification, the communication of organisational values and commitment. Curiously, however, little work about self-disclosure has been published in management and organisation journals and still less that is concerned with spiritual self-disclosure, despite increasing employee diversity as globalisation intensifies.This paper reports on the analysis of semi-structured, qualitative, interview data collected from 40 Australian managers and professionals. The findings reveal that spiritual self-disclosure was largely perceived as taboo, ‘risky’ and stigmatising with the potential for negative consequences. These risks are all captured in the concept of being on the outer, a metaphor denoting marginalisation from the social, cultural and spiritual identity of the organisation. In contrast, ‘safe’, inclusive organisational cultures are likely to encourage spiritual self-disclosure and the benefits it can bring to employees, managers and organisations.
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Healy, Margaret, Peter Cleary, and Eimear Walsh. "Innovativeness and accounting practices: an empirical investigation." Qualitative Research in Accounting & Management 15, no. 2 (June 18, 2018): 231–50. http://dx.doi.org/10.1108/qram-06-2017-0047.
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Purpose Innovation, the outcome of innovativeness, is a collaborative activity, requiring an integrated approach to the development and management of organisational capabilities (Tushman and Nadler, 1986), and therefore inextricably implicated in the accounting practices of organisations. Extant research however is not conclusive as to the influence of accounting practices on organisational innovativeness with some considering them enabling while others view them as restricting. This study aims to investigate the process of innovation as suggestive of a greater understanding of innovativeness as a dynamic organisational capability and therefore requiring greater consideration of the enabling conditions underpinning this. Design/methodology/approach Using a case study approach, and from the perspectives of three separate functionally specific organisational actors, this paper investigates the role of accounting practices in managing innovativeness within one high-technology organisation. Structuration theory is used as a lens through which the data collected are analysed. Findings Creative tensions (Simons, 2000) at the operational level between innovativeness and performance measurement are managed through the development of creative boundaries (“guide rails”), within which innovative solutions must be developed. Practical implications The findings support the assertion that the use of performance metrics (i.e. accounting practices) can support organisational innovativeness thereby potentially contributing to enhanced organisational performance. Originality/value Accounting metrics are simultaneously enabling and constraining, whereby the tension created from this dual functionality generates ways of empowering organisational capabilities for innovativeness throughout the organisation.
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Whomersley, Chris. "How to Amend UNCLOS and Why It Has Never Been Done." Korean Journal of International and Comparative Law 9, no. 1 (May 28, 2021): 72–83. http://dx.doi.org/10.1163/22134484-12340146.
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Abstract The United Nations Convention on the Law of the Sea (UNCLOS) contains detailed provisions concerning its amendment, but these have never been used and this article explores why this is so. States have instead maintained the Convention as a “living instrument” by adopting updated rules in other organisations, especially the International Maritime Organisation and the International Labour Organisation. States have also used the consensus procedure at Meetings of the States Parties to modify procedural provisions in UNCLOS, and have adopted two Implementation Agreements relating to UNCLOS. In addition, port State jurisdiction has developed considerably since the adoption of UNCLOS, and of course other international organisations have been active in related fields.
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Denkers, Jeroen, and Nicola Jägers. "The world trade organisation and Human Rights: The role of principles of Good Governance." Potchefstroom Electronic Law Journal/Potchefstroomse Elektroniese Regsblad 11, no. 2 (June 26, 2017): 87. http://dx.doi.org/10.17159/1727-3781/2008/v11i2a2778.
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The present article attempts to determine the role of principles of good governance in the discussion regarding the World Trade Organisation (WTO) and its human rights accountability. It shows that the WTO as an organisation cannot be compared to other international organisations that are more autonomous such as the International Monetary Fund (IMF) or the World Bank. This does not mean, however, that the WTO has no autonomous powers at all. This contribution attempts to make clear what these activities are and how they may affect the protection of human rights. The implementation of good governance principles in international organisations can be considered a sine qua non for the realisation of human rights. Therefore, it will be examined what role the principles of good governance plays within the WTO. More specifically, the focus will be on how the good governance principles of transparency and participation can contribute to sensitising the organisation for human rights considerations.
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Jakobeit, Cord. "Irreführende Geisterdebatte oder funktionale Notwendigkeit?" PROKLA. Zeitschrift für kritische Sozialwissenschaft 30, no. 118 (March 1, 2000): 107–22. http://dx.doi.org/10.32387/prokla.v30i118.786.
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The paper starts with a presentation and critique of regime theoretical approaches to the understanding of world economic developments after 1945. Within the debate on re-regulation, the normative-idealistic calls for a global environmental organisation seem to ignore what we have learned so far about the change and the effectiveness of international regimes. A fundamental regime change requires the consensus of the hegemon and/or the hegemonial group. And regime effectiveness does not primarily depend upon hierarchical organisational structures. Rather than advocating a global environmental organisation, from an ecological perspective the reform-minded transnational discourse networks would be better adviced to work for the acceptance of ecologically oriented indicators for economic development within all existing organisations of the world economy.
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Nasir, Zafar Mueen. "S. S. Khanka. Human Resource Management: (Text and Cases). New Delhi: S. Chand & Company Ltd. 2007. 449 pages. Paperback. Indian Rs 300.00." Pakistan Development Review 48, no. 1 (March 1, 2009): 100–101. http://dx.doi.org/10.30541/v48i1pp.100-101.
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Human Resource Management (HRM) is a process of procuring, developing, maintaining and controlling competent human resource in the organisation so that the organisational goals are achieved in an effective manner. HRM has undergone tremendous change in its functions over the past 20-30 years. Many years ago, large organisations looked at the “Personnel Department,” mostly to manage the paperwork around hiring and paying people. But more recently, organisations consider the major role of HR Department as staffing, training and helping to manage people so that people and the organisation perform at the highest level of their capacity. The modern HRM views manpower as resource and asset of the organisation rather than just considering it burden on the resources. Usually large national and international businesses utilise these services due to their multidimensional operations and sizable employment. Small businesses carry out these activities by themselves to save cost associated with full-or part time help. However, they generally ensure that employees have—and are aware of— personnel policies conform to prevailing regulations. These policies are developed by the HRM professionals in the form of employee manuals and handbooks.
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Rusitoru, Mihaela Viorica, Arto Kallioniemi, and Alison Taysum. "Lifelong learning governance and International Organisations." Swiss Journal of Educational Research 42, no. 2 (October 14, 2020): 461–81. http://dx.doi.org/10.24452/sjer.42.2.9.
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Lifelong learning policies are subject to various approaches of educational governance. Our research presents a hypothesis that lifelong learning policies are creating and engaging with new facets of governance. To test for proof of concept, the lead author conducted interviews with officials and policy makers from international organisations such as the United Nations Education, Science and Culture Organisation, the Organisation for Economic Cooperation and Development, the International Labour Organisation and the Council of Europe. The thematic analysis of the data revealed lifelong learning governance is characterised by an «effects spiral» or «interactive governance» – an institutional formation, functioning and conditioning in decision making of international, European and national actors. A double issue is also highlighted: the economic difficulties (employability, flexi-security, funding and mobility) and the monitoring process (expertise, comparison, transposition, supervision and control), which are prioritised over the social role of education. This is important because it is the social role of education that empowers citizens to realise national, regional, and international strategic plans, and the monitoring process for sustainable development. The thematic analysis reveals new forms of governance in lifelong learning policies, namely collaborative governance, competitive governance, control governance and thematic governance. The authors present this taxonomy on lifelong learning governance with recommendations of how lifelong learning policies can be optimised.
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MUWARDI, DIDI, SAIDE SAIDE, RICHARDUS EKO INDRAJIT, MOHAMMAD IQBAL, ENDANG SITI ASTUTI, and HERZAVINA HERZAVINA. "INTANGIBLE RESOURCES AND INSTITUTION PERFORMANCE: THE CONCERN OF INTELLECTUAL CAPITAL, EMPLOYEE PERFORMANCE, JOB SATISFACTION, AND ITS IMPACT ON ORGANIZATION PERFORMANCE." International Journal of Innovation Management 24, no. 05 (April 14, 2020): 2150009. http://dx.doi.org/10.1142/s1363919621500092.
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Purpose: The aim of this research paper is to examine the relationships between intangible assets, employee’s performance, and job satisfaction (JS) with structural model. The research explores both the practical and theoretical basis of these paradigms on organisation performance. This research also aims to identify whether a relation can be established between these aspects in the context of non-profit organisation performance in Indonesia. Design/methodology/approach: Reviewing the literature explores a theoretical existence of related context preceding the organisational performance. The authors used structural equation modelling to check the research prototype with a sample of 121 respondents. The respondents were heads of departments and general employees. In addition, SPSS was used to measure demographic, non-response bias, and generate descriptive statistics. Findings: Overall, the results demonstrate that organisation with a higher level of intellectual capital (IC), employee performance (EP), and job performance (JP) are important predictors of organisational performance in this sample. Similarly, JS and IC predicted EP. It is acknowledged that emotional intelligence such as satisfaction and dissatisfaction are important incentives to necessitate action tendencies. Research limitations/implications: This research is focused on organisations. Further research may extend the focus to different types of organisations and countries. Practical implications: The findings of this study may help institutions and HR departments to initiate new strategies such as integrating the traditional company performance measurement systems based on various indicators of this study. These factors succeed in providing an effective representation of a set of intangible assets that are developed by the company and that contribute to the improvement of company’s performance. Additionally, to maximise IC assets, the company can implement knowledge sharing practices among employees and experts as well. Original value/knowledge contribution: This research is useful for organisations and academics as a reference of the comparative and intersecting explanation of enhancing organisational performance. Moreover, various main concepts/theories are combined, namely, IC, JS, and employee’s performance to solve the obstacles of organisation performance.
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Grammatico-Vidal, Laetitia. "The International Thermonuclear Experimental Reactor (ITER) International Organisation." Nuclear Law Bulletin 2009, no. 2 (December 24, 2009): 103–13. http://dx.doi.org/10.1787/nuclear_law-v2009-art17-en.
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DALZIEL, MARGARET. "GAMES OF INNOVATION: THE ROLES OF NONPROFIT ORGANISATIONS." International Journal of Innovation Management 11, no. 01 (March 2007): 191–214. http://dx.doi.org/10.1142/s1363919607001679.
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Games of innovation involve four types of organisational players: firms, governments, universities, and nonprofit organisations. Of the four, nonprofit organisations are the least well understood. To capture the contributions of all types of organisational players, I adopt the perspective of a focal firm and consider the roles that other organisations play with respect to its ability to innovate. I introduce the roles of institutional enabler and institutional balancer, in which another organisation increases or decreases, respectively, the focal firm's ability to innovate by shaping the networks and markets in which it participates. I then develop propositions regarding the importance of the institutional enabler and balancer roles, and the roles of nonprofit organisations, in games of innovation.
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Anuradha, R. "Organisational Renewal in the Context of Indian Banks." Vision: The Journal of Business Perspective 2, no. 2 (July 1998): 34–38. http://dx.doi.org/10.1177/09722629x98002002007.
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Large organisations evolve through different life cycles. Size, age, spread and ownership factors determine their response pattern and potential to sustain over the years. Based on the author’s consultancy experience, this paper describes in detail the conceptual and practical perspectives of organisational renewal in banks as service organisations. As the external environment is becoming turbulent and rapidly changing, many traditional and bureaucratic organisations suffer from the inability to plan and execute necessary internal changes. Transforming large organisations from reactive to proactive enterprises is a constant source of concern to the top management members. This paper emphasises the need for integrating plan and action for the renewal effort to provide long term benefit to a declining organisation.
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Batyashe, Thami N., and Tiko Iyamu. "Examining IT Governance through Diffusion of Innovations." Information Resources Management Journal 30, no. 3 (July 2017): 26–40. http://dx.doi.org/10.4018/irmj.2017070102.
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There are many best practices frameworks and international standards such as CobiT (Control Objectives for Information and Related Technology), ITIL (Information Technology Infrastructure Library) TOGAF, and ISO/IEC 38500:2015 which are available in the industry. Conversely, the growing use of frameworks and standards has its own challenges and difficulties. Organisations find it very challenging to tailor standards and frameworks to suit their specific requirements. Another challenge for organisations is how to choose a framework/s that best suits their organisational needs. Some of the organisations either select inappropriate frameworks or adopt more than one framework. Such decisions have not helped matters, but have instead increased the complexities, which have an impact on IT's time to respond to organisational needs, time to market, as well competitiveness, which it is expected to support and enable. This study therefore examines the factors which influence and drives organisation to the confused state, in the selection and implementation of IT governance frameworks. To contextualise the study, a telecommunication company in South Africa was used as a case. The diffusion of innovation theory was employed as lens, in the analysis of the qualitative data. Based on the findings, which include knowledge sharing, environmental assessment, organisational culture, communicative approach and training, a framework was developed. The framework is intended to guide an organisation in the selection and deployment of IT governance framework, in terms of understanding the influencing factors.
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van Luijk, Nicolien. "The International Olympic Committee: A United Nations Permanent Observer of post-politics?" International Area Studies Review 21, no. 2 (March 23, 2018): 134–49. http://dx.doi.org/10.1177/2233865918761110.
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In October of 2009 the United Nations (UN) General Assembly accepted the International Olympic Committee’s (IOC) application for Permanent Observer status. This is an honour usually reserved for non-Member States and intergovernmental organisations; very rarely do non-governmental organisations (NGOs) obtain this position. The position enables the IOC to directly influence General Assembly policy decisions. This paper examines how the IOC was able to obtain such a unique status when other NGOs have had their applications rejected, and asks: what does this appointment mean for the involvement of broader civil society at the UN? The paper argues that there are various factors at play that have influenced the relationship between a global sports organisation and an international development organisation, including the neoliberalisation of development, the global power of sport, and processes of legitimation for both the IOC and the UN.
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Ennals, Richard. "Knowledge management with a human face." Concepts and Transformation 8, no. 2 (September 26, 2003): 163–78. http://dx.doi.org/10.1075/cat.8.2.05enn.
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Richard Ennals reflects on experience of action research in organisations, and presents an agenda for the years ahead in working life research. He draws on experience of research and research management in artificial intelligence, work organisation and occupational health, and an international network of current projects. He presents alternative business and organisational models, taking account of the failure of conventional approaches to the knowledge society, and identifying new paradigms for research and practice. He presents the university as a community of practice, a building block for the knowledge society.
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Gledson, Barry J. "Hybrid project delivery processes observed in constructor BIM innovation adoption." Construction Innovation 16, no. 2 (April 4, 2016): 229–46. http://dx.doi.org/10.1108/ci-04-2015-0020.
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Purpose Exploratory research was undertaken focusing upon an innovation adoption decision taken by a regional UK division of a large international contracting organisation implementing building information modelling (BIM) into their project delivery processes. The purpose of this paper was to gain new insights through observations of the process and analysis of the views of employees about organisational BIM adoption during the implementation stage of the innovation-decision process. Design/methodology/approach Case study research was performed focussing on initial BIM projects delivered by an early adopter organisation. Observations and semi-structured interviews were used as part of a data collection strategy, and an iterative research approach was adopted. Findings During implementation stages of BIM innovation adoption, organisations may have to make use of hybrid project delivery methods on initial adopter projects while also working concomitantly with existing systems, processes and personnel not yet ready to adapt to BIM methodology. Originality/value The work captures previously unseen phenomena of how such an organisation and its staff have adapted to BIM innovation adoption during a programme of organisational change. The identification of hybrid project delivery processes has generated further implications for practice and research into the effectiveness of construction production information management.
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Alhaqbani, Abdullah, Deborah M. Reed, Barbara M. Savage, and Jana Ries. "The impact of middle management commitment on improvement initiatives in public organisations." Business Process Management Journal 22, no. 5 (September 5, 2016): 924–38. http://dx.doi.org/10.1108/bpmj-01-2016-0018.
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Purpose – Top management commitment is considered a significant factor in improvement programmes, and many papers have been written about the role of top management commitment in implementing a quality management system. However, not considering other management levels’ commitment, such as middle management, may lead to issues in achieving organisational development. Public organisations that work through vertical structures may face a lack of middle management commitment, which might have a negative impact on lower and non-management staff commitment to improvement programmes. In this regard, the purpose of this paper is to examine the impact of middle management’s commitment towards improvement initiatives in public organisations. Design/methodology/approach – Empirical research with a mixed-method design used semi-structured interviews and a questionnaire to explore the current practices of continuous improvement (CI) and examine employees’ views from different management levels of the implications of current improvements in a Saudi public service organisation. Findings – The analysis indicated that the lower managers and non-management staff agree that, after the implementation of the quality management system, the organisation’s middle management showed a lack of commitment to that system. Moreover, this lack of commitment is recognised in the analysis of participants’ views of CI practices recorded in the questionnaire and interviews. This lack of commitment has caused poor employee commitment and thus a lack of problem solving in organisational departments. It is also responsible for a lack of employee involvement, the centralisation of decisions, deficiencies in terms of determining and applying training, inequality between employees and a lack of trust between employees and their managers. These issues could be managed and resolved through middle management and their commitment. Practical implications – Increasing middle managers’ awareness of the importance of their commitment to improvement initiatives can have an impact on employees’ commitment towards improvement initiatives, especially in those public organisations that have vertical/hierarchical structures. The level of commitment towards the implementation of improvement programmes needs further in-depth analyses to identify which factors influence public organisation leaders’ commitment to improvement programmes. Originality/value – The results of this study could motivate middle managers in public organisations to review their policies and to facilitate CI initiatives.
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Bourn, Douglas, and Miriam Kybird. "Plan UK and Development Education – the contribution of an international development organisation to learning and understanding about global and development issues." International Journal of Development Education and Global Learning 4, no. 2 (May 1, 2012): 45–63. http://dx.doi.org/10.18546/ijdegl.04.2.04.
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Plan International is a leading international development organisation that applies a rights based approach to achieving its mission of achieving lasting improvements in the quality of life of children in developing countries. In the summer of 2011, Plan in the UK made a decision to close down its development education programme, as part of a process of re-strategising to focus its organisational resources. Plan UK's development education programme illustrates many of the challenges that International Development Organisations (IDOs) face. Development education practice led by many IDOs tends to emphasise the relationship of education to social change and development goals. But if development education is perceived in terms of questioning and challenging dominant ideologies, and promoting differing voices and perspectives, then it can only be assessed in terms of its educational impact.
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NAPIER, BRIAN. "THE INTERNATIONAL LABOUR ORGANISATION AND GCHQ." Industrial Law Journal 18, no. 4 (1989): 255–58. http://dx.doi.org/10.1093/ilj/18.4.255.
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Houssart, Mark. "The International Labour Organisation and film." Labor History 60, no. 4 (December 20, 2018): 339–50. http://dx.doi.org/10.1080/0023656x.2019.1537032.
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Dierolf, Thomas S., Rienzzie Kern, Tim Ogborn, Mark Protti, and Marvin Schwartz. "Heifer International: Growing a learning organisation." Development in Practice 12, no. 3-4 (August 2002): 436–48. http://dx.doi.org/10.1080/0961450220149780.
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