Academic literature on the topic 'Mature stage organizations'

Knowledge integration played a major and centre role in the process of organizations knowledge innovation. Study on the knowledge integration contents and process in organization has important significance. There are four contents of knowledge integration in organization knowledge innovation: knowledge integration between different knowledge main bodies; different knowledge levels; the new and original knowledge system; personal study, team study and organization study. The paper discussed the process of knowledge integration toward organization knowledge innovation based on lify-cycle theory and divided the process into four stages: embryonic stage, development stage, mature stage and diffusion stage. The paper analyzed the knowledge value in different life cycle stages and the result indicates that the knowledge in mature stage is the most valuable.

ABSTRACT In the OPA 90 era, companies have developed large and capable response organizations able to respond to major spills anywhere in the world. During the formative years of such organizations it was relatively easy to maintain focus on their important missions of response planning, resource acquisition and training. As these organizations reach a more mature stage it is increasingly difficult to maintain such a focus, especially in the absence of major incidents. Nearly 10 years after OPA 90, organizations are at or approaching this mature state and most have not had to respond to a major incident. This paper discusses the challenges presented in maintaining and improving emergency response preparedness during incident-free periods. The existing organizational structure and the organization's current environment are used as the starting point for developing solutions. A variety of creative solutions are discussed which involve using quality tools in ongoing programs, broadening the scope of the organization and using response resources in non-traditional roles. Techniques for maintaining management support for response programs, utilizing risk management tools and controlling program costs are also covered. Finally, the importance of maintaining focus on the mission of response, of program integrity and of leadership in response organizations is examined.

Entrepreneurial alertness can play a vital role in the identification and creation of opportunities involving early-stage ventures. However, the strategic function of entrepreneurial alertness in more mature organizations has not been explored. In a field study of organizations responding to an environmental disruption, we explore if entrepreneurial alertness influences decisions involving the creation and maintenance of competitive advantage. We find a direct effect of entrepreneurial alertness on strategic change decisions and organizational performance. Moreover, we find a synergistic influence of entrepreneurial alertness and other cognitions, including issue categorization and assessments of uncertainty, on strategic decisions. Findings demonstrate that managerial decision makers can take multiple, reinforcing pathways when heeding change.

Purpose – This purpose of this paper is to investigate how to implement a combined assurance program. Design/methodology/approach – This paper uses qualitative data obtained through semi-structured interviews with six multinationals at different stages of combined assurance implementation maturity. Findings – The paper finds that organizations are still learning through combined assurance implementation because no organization seems to have attained a mature combined assurance program. Nevertheless, our descriptive findings reveal that a successful combined assurance implementation follows six important components. Research limitations/implications – One limitation of this study is that, as the organizations studied are at different stages of combined assurance program implementation, data may have comparability issues. Another limitation is that different interviewees were studied from one case to another. Practical implications – The results have implications both for organizations that do not yet have a combined assurance program in place and for those currently at the implementation stage. It has also implications for chief audit executives who are good candidates to lead a combined assurance implementation and for regulators, as the study describes combined assurance as an important accountability mechanism that helps boards and audit committees exercise their oversight role properly. Originality/value – The study is the first to address combined assurance implementation. It complements the study of the Institute of Internal Auditors UK and Ireland (2010), which identifies the reasons for failed attempts to coordinate assurance activities, by illustrating combined assurance implementation through six international case studies of organizations at different combined assurance implementation stages.

With economic development and globalization, more organizations have been cooperating with foreign enterprises, which brings not only opportunities but also management difficulties and competitions with organizations. Organizations must improve their management and adapt to changing market conditions and the requirements and needs of its customers to maintain and strengthen its position in the market. Management by Project (MBP) uses technical methods of modern project management (PM) to manage various tasks and activities that are considered as projects. It is an effective way to solve management problems and improve management levels and enterprise competitiveness. However, few small and medium-sized enterprises apply MBP in their operation and management processes. Therefore, this paper presents a new idea to promote the application of MBP and the formation of a PM culture within society. In this paper, we searched a major database using the systematic literature review method and analyzed the articles directly or indirectly linked to our paper to obtain literature supporting the views of this article. First, this paper presents a new kind of management culture from the social aspect, termed as Social Project Culture (SPC), which can promote sustainable development and improve the management level and efficiency of organizations by promoting MBP application across society. Second, by analyzing the SPC definition, its three functions, i.e., project management behavior, management and risk control capacity, and international competitiveness, are provided. Then, to help organizations apply this method, an evolutionary path is proposed, including the creation stage, formative stage, mature stage, and heritage stage. Finally, to ensure the continued optimization of SPC, four safeguard measures in terms of theory, institution, behavior, and ideology are proposed.

Most organizations find that their ability to identify and innovatively exploit opportunities decreases as they move from the entrepreneurial to the growth phase. However, the key to success in the highly competitive and dynamic environment that most companies presently operate in is to retain this ability. Therefore, companies need to adopt an entrepreneurial strategy — seeking competitive advantage through continuous innovation to effectively exploit identified opportunities — in order to sustain and grow under such circumstances. For such a strategy to succeed, companies should develop an enabling economic and political ecosystem that does not impede small or large scale redeployment of resources in new ways towards creative, entrepreneurial ends. Companies have a range of options to choose from to achieve this objective. At the one end of this option spectrum is ‘focused entrepreneurship’ wherein specific innovation initiatives are created with the rest of the organization insulated from them. At the other end is a managerial approach that leads to the creation of ‘organizationwide entrepreneurship.’ Entrepreneurship in such organizations is a shared value and drives managerial behaviour in conscious and subconscious ways and creates an entrepreneurial spirit organization-wide. Many mature organizations, unwilling to alter the status quo, tend to create focused initiatives that are mandated to identify and exploit new opportunities. While such focused initiatives may stimulate innovation, the very nature of their design erects barriers between the existing organization and the innovation effort. This makes it difficult for the organizations to access and leverage the existing capability base and to integrate new initiatives back into operational activity. Companies intent on developing and preserving entrepreneurship organization-wide, independent of their stage of growth, create an environment in which those who believe in the attractiveness of opportunities feel encouraged to pursue them. The top managements of such companies will design an organizational context conducive to autonomous generation of entrepreneurial initiatives, provide a sense of overall direction to these initiatives, and ensure that promising ventures receive necessary resources as they move through the uncertain development process wherein: money is neither offered nor seen as a primary motivator entrepreneurial contributions are rewarded with recognition and through provision of opportunities to engage in entrepreneurial activities on a bigger scale failure is considered normal and when failure occurs, the focus is on problem solving and learning from it rather than apportioning blame appropriate processes are used to capture knowledge created in the innovation process and routines developed to enable integration of such knowledge to create organizational rents. The contrast between patterns of focused and organization-wide entrepreneurship runs across every element of the organization starting with its mission and covering strategy, structure, systems, processes, and people skills and attitude. Institutionalizing the elements of entrepreneurship is crucial to building a sustaining competitive organization in today's business environment.

Purpose This paper aims to provide a roadmap for organizations to build big data projects and reap the most rewards out of their data. It covers all aspects of big data project implementation, from data collection to final project evaluation. Design/methodology/approach In each stage of the proposed roadmap, we introduce different sets of information and communications technology platforms and tools to assist IT professionals and managers in gaining a comprehensive understanding of the methods and technologies involved and in making the best use of them. The authors also complete the picture by illustrating the process through different real-world big data projects implementations. Findings By adopting the proposed roadmap, companies and organizations willing to establish an effective and rewarding big data solution can tackle all implementation challenges in each stage of their big data project setup: from strategy elaboration to final project evaluation. Their expectations of privacy and security are also baked, in advance, into the big data project design. Originality/value While technologies to build and run big data projects have started to mature and proliferate over the last couple of years, exploiting all potentials of big data is still at a relatively early stage. The value of this paper consists in providing a clear and systematic methodology to move businesses and organizations from an opinion-operated era where humans’ skills are a necessity to a data-driven and smart era where big data analytics plays a major role in discovering unexpected insights in the oceans of data routinely generated or collected.

Previous studies largely treat the on-site travel experience as a single stage of homogenous tourist behavior, despite widespread recognition that tourist behavior is complex and consists of temporal decision processes. In particular, little attention has been given to what changes during the course of the long-stay holiday. The purpose of this exploratory study is to understand changes in tourist behavior, if any, from point of arrival through to the end of a long-stay relaxation holiday. In-depth interviews were conducted with mature-aged international travelers from the United States, Europe, and Australia visiting Phuket, Thailand. The findings illustrate changes that can be characterized, into four distinct stages of on-site behavior, through key activities, uncertainty levels, intercultural interactions, information needs, and sources of information. Important implications for destination marketing organizations are suggested which require innovative strategies to match the changing needs and activities of long-stay tourists at various stages of the holiday.

The objective of the research is to map the literature based on a Systematic Literature Review on the theme of startups and to highlight some theoretical gaps based on publications of high-reputation scientific journals. The period from 1990 to 2019 was defined for the elaboration of this study. We use the excel spreadsheet, in addition to the HistCite ™, VOSviewer, IRATUMEQ, and R Studio packages. The results show that the typology of the startups evaluated, after reading 68% of the articles, organizations are characterized as a group of new companies, that is, relatively young and inexperienced when compared to the most stable and mature in organizational development. They refer to those that are in the initial stage and are susceptible to the influence of various factors, such as investors, supplier customers, partners, etc., and should think strategically about how to act and, this concerns a group of dynamic startups that work with innovations.

Organizations are now seriously considering adopting cloud into the existing business context, but migrating data, application and services into cloud doesn't come without substantial risks. These risks are the significant barriers for the wider cloud adoption. There are works that consolidate the existing work on cloud migration and technology. However, there is no secondary study that consolidates the state of the art research and existing practice on risk management in cloud computing. It makes difficult to understand the risks management trend, maturity, and research gaps. This paper investigates the state of the art research and practices relating to risk management in cloud computing and discusses survey results on migration goals and risks. The survey participants are practitioners from both public and private organizations of two different locations, i.e., UK and Malaysia. The authors identify and classify the relevant literature and systematically compare the existing works and survey results. The results show that most of the existing works do not consider the existing organization and business context for the risk assessment. The authors' study results also reveal that risk management in cloud computing research and practice is still not in a mature stage but gradually advancing. Finally, they propose a risk assessment approach and determine the relative importance of the migration goals from two real migration use cases.

Sustained success for an organization is based upon its ability to constantly realign with opportunities that emerge within their markets. Thus, organizations must continually evolve as markets evolve. This thesis examined how mature stage organizations within the financial services industry can adopt entrepreneurial approaches to learn, evolve and improve their competitiveness. Despite the rate of technological change, globalization, and convergence of industries that has occurred in the last decade, there is no clear model to support the adoption of entrepreneurial activities within mature stage organizations. Adopting an exploratory qualitative case study approach, the researcher interviewed informants with experience in the financial services industry in Australia, Europe, North and South Asia, and the United States of America to explore the research question: How do mature stage organizations integrate strategic alliances as an entrepreneurial approach and capitalize on learning in response to evolving markets? Interviewing key informants within the financial services industry, the study confirmed a range of means of conceptualizing, introducing, and managing new business initiatives through strategic alliances. These findings were synthesized into a hypothetical organization in which, it became evident, the more entrepreneurial and innovative the organization became, the more capable it was of sourcing and responding to new opportunities within existing and related markets. The study confirmed the need in strategic alliances for shared vision, strong leadership, effective communication of the organization's direction and strategy, a culture that embraces flexibility, business competence, a commitment to respect and manage differences between organizations, an ability to work collaboratively, and a willingness to upgrade or replace business processes and technologies to support innovation. The study sought to provide an understanding of how entrepreneurial approaches can remain fluid rather than become static, and how they can be preserved within mature organizations. The importance of leadership, commonality of vision, collaboration, communication, integration of business structures and processes, and willingness to learn from each other began to emerge as central issues from the initial interviews. Consequently, a second research question was added: How do partnering organizations operating in the mature stage of a corporate life cycle within the construct of a cross industry agreement strategic alliance adopt an entrepreneurial approach and mutually learn to recast the direction of their relationship? The study confirmed that organizations should develop and support a culture that embraces learning, flexibility and change. Entrepreneurial organizations require vision, leadership, business structures, processes, and competencies to support innovation. This research adds to the field by establishing that innovation is embedded in the ability of partnering organizations to learn continuously and collaboratively. In doing so, they become more capable of realigning with changing markets and creating and capitalizing on new markets. The research concludes that less hierarchical organizational structures within partnering organizations support strategic alliances and promote the ability of organizations to learn how to cooperate, collaborate, and grow individually and mutually together.

Thesis (DBA) -- Swinburne University of Technology, Australian Graduate School of Entrepreneurship, 2005.
Dissertation submitted to the Australian Graduate School of Entrepreneurship in partial fulfilment of the requirements for the degree of Doctorate of Business Administration, Swinburne University of Technology, 2005. Typescript. "August 2005". Bibliography: p. 250-266.

Le conflit syrien est un conflit sans précédent. Il comporte plusieurs formes de menace contre la paix et la sécurité internationales. Il pose la question du type de menace contre la paix et la sécurité internationale et la réponse que la communauté internationale peut apporter. À cet égard, le droit international du maintien de la paix prévoit une série de mécanismes juridiques applicables aux conflits armés. Cependant, l’examen de ces mécanismes montre qu’en dépit des avancées juridiques dans le domaine du droit du maintien de la paix, il existe encore des lacunes juridiques. Afin de trouver une réponse efficace, plusieurs organisations internationales ont été impliquées dans ce conflit, l’ONU, l’Agence internationale de l’énergie atomique, l’Organisation pour l’interdiction des armes chimiques, la Ligue des États Arabes et l’UE. L’efficacité des mesures prises par ces organisations est constitue un enjeu de taille. Les mesures prises par ces organisations montrent l’évolution du droit du maintien de la paix. Sur ce point-là, la mission conjointe ONU-OIAC dans le cadre du démantèlement des armes chimiques syriennes est un bon exemple de l’évolution en matière de maintien de la paix et de la sécurité internationales. Cependant, les actions des autres organisions internationales comme la Ligue des États Arabes ou l’Agence internationale de l’énergie atomique n’ont pas contribué au règlement du conflit. En effet, les lacunes juridiques intrinsèques de la Charte de l’ONU et le Traité sur le non prolifération des armes nucléaires est source de difficultés pour une réponse efficace de la part de ces deux organisations. En raison de l’implication de nombreux d’Etats dans le conflit syrien, de nombreuses répercussions sont à envisager au plan régional. Sur ce point, plusieurs défis juridiques se sont posés, tels que le cyberguerre, la destruction des patrimoines historiques, la question de la reconnaissance du peuple kurde et la lutte contre le terrorisme. Dans ce contexte implication du Conseil de sécurité, donne une nouvelle vision de sa responsabilité en qualité de gardien de la paix et de la sécurité internationales. Face à ces nouveaux enjeux, les résolutions du Conseil de sécurité montrent une évolution de droit international de maintien de la paix. Toutefois, les difficultés liées à ces évolutions ne sont pas suffisantes pour régler des conflits complexes, comme le conflit syrien
The Syrian conflict is unprecedent. It involves several forms of threat to international peace and security. It is the question of the type of the threat to international peace and security and the answer that the international community can be provided to it. In this regard, international peacekeeping law provides a series of legal mechanisms applicable to armed conflict. However, using of these mecanisms show some legal advances in the area of conflict. Despite, some legal advances in the area of peacekeeping law, there are still legal gaps for examination of these mechanisms. In order to find an effective response, several international organizations have been involved in this conflict : the United Nations, the International Atomic Energy Agency, the International Organization of Chemical Weapons, the League of Arabe States and the EU. The effectiveness of the measures taken by these organizations is a major challenge. The actions taken by these organizations show the evolution of the law of peacekeeping. At this point, the UN-OPCW joint mission in the framework of the dismantling of Syrian chemical weapons is a good example of the evolution in international community of peace and security. Yet the actions of the other international organizations such as the League of Arabe States or the International Atomic Energy Agency have not contributed to the resolution of the conflict. Indeed, the intrinsic legal shortcomings of the UN Charter and the Treaty on the Non-Proliferation of Nuclear Weapons are causing difficulties for an effective response on the part of these two organizations. Due to the involvement of many States in the Syrian conflict, many regional repercussions should be considered. On this point, several legal challenges have arisen, such as cyberwarfare, the destruction of historical heritages, the question of the recognition of the Kurdish people and the fight against terrorism. In this content, the involvement of the Security Council gives a new vision of its responsibility as guardian of international peace and security. In the face of these new challenges, the Security Council resolutions show an evolution of international peacekeeping law ; However the difficulties associated with these developments are not able to resolve complex conflicts such as the Syrian conflict

The chapter highlights the structure of India’s industry and the performance of its constitutive components. The Molecular sector has employed a third of all people in industry. The Private sector has always been dominant in output and employment. The State sector has never commanded the heights. After liberalization, the boundaries of the State sector reduced. The shrinkage of the State sector has been achieved without privatization. Molecular sector efficiency had been highest before liberalization, but has declined over time. The Private sector’s high efficiency score after liberalization has come at the cost of wasting substantial capital. The State sector has had a spectacular post-liberalization efficiency catch-up. Once grossly inefficient, the State sector recorded the best comparative performance, helped by efficiency enhancements, among the three organization types driving India’s capitalism experiments. Finally, ownership does not matter but organizational processes do, as the case of Maruti Suzuki shows.

International organizations (IOs) matter. Based on extensive interviews and exchanges with key players in IOs in the past decade, this book uncovers the regular working world of IOs, to challenge the orthodox view that member states alone decide what IOs do and how they operate. This book provides a realistic and provocative account of the way IOs really work, a picture that would be recognized by those who work there. The Working World of International Organizations specifically examines three groups of players in IOs—state representatives, as proxy for states and often with schizophrenic demands, the head of IOs as diplomat, manager, and politician, and the staff of the permanent secretariat with their competing solutions. It explores their actions and interactions by asking who or what shapes their decisions; how and when decisions are made; how players interact within an IO; and how the interactions vary across six IOs. It argues that each and all of them must contribute if any progress is to be achieved in managing global problems. It shows why this is the case by examining how decisions are made in three key areas: agenda-setting, financing, and decentralization.

In the present case, the European Court of Human Rights’ analysis drew on the terms in which the European Convention on Human Rights would apply following state adhesion to an international organization. In particular, the Court was called upon to decide on the responsibility of the UK for not having ensured that within the legal system of the then European Community, laws would not be passed that were incompatible with that state’s obligations under the Convention. Although the matter in dispute regarded issues of a purely institutional nature and character, the Court (still) approached it as one engaging state responsibility for its participation in the EC. In a quasi-dogmatic fashion, the Court ascertained that the Convention does not preclude states from transferring competences to international organizations, provided that the rights prescribed therein continue to be secured.

The present case addresses the responsibility of states for their own conduct performed in the framework of international organizations. The matter at stake concerned the responsibility of Greece for its objection to FYROM’s candidacy for membership in NATO, which eventually led to latter’s decision to refuse FYROM’s admission. Contrary to Greece’s contention that the decision had been taken by NATO as a whole, and that it was thus solely attributable to it, the ICJ lifted the institutional veil and rather concentrated on the legality of the individual conduct of Greece. In this decision, the Court confirmed that member state participation in institutional decision-making processes can, in its own right, constitute legally relevant conduct against which state compliance with earlier international law obligations may be judged.

This chapter focuses on historical writing in three central European states—Poland, Hungary, and Czechoslovakia. It looks at the long-term trends and phenomena in historical writing in the region. The first is the coexistence during the immediate post-war years of communist policy, together with more or less nationalistic historical interpretations. The next stage is typified by attempts to control education and research, and to reshape the organizational structure of historiography. An output of both of these phenomena was the ‘final’ or mature Marxist interpretations of Polish, Hungarian, Czech, and Slovak history. The next regional stage to have a considerable impact on the region’s historiography is the ‘golden age’ of the 1960s, when most of the innovative and influential books were published, and historians from East Central Europe came into closer contact with their colleagues from the western part of the continent.

This chapter comments on Article of 73 the Rome Statute of the International Criminal Court. Article 73 applies when a State Party is requested by the Court to provide a document or information in its custody, possession, or control. If the document was disclosed to that State in confidence by another State, or by an intergovernmental organization or international organization, the State Party need not comply with the request from the Court unless it can obtain the consent of the provider (known as the ‘originator’) of the document or information. If the originator of the information is a State Party, then it is required either to consent to disclosure of the information or document or to resolve the matter in accordance with the provisions of article 72. In other words, the information can only be withheld from the Court if the originator State invokes national security interests. It seems unlikely this part of article 73 will ever have much practical impact. In effect, it amounts to a request from the Court to the State Party that originated the information or document.

James Tenney reflects on form in twentieth-century music, first by offering an alternative to the conventional definition of form and introducing a number of new terms. He then considers three factors that determine form: shape, structure, and state. In relation to these factors, he describes three aspects of form to consider at each hierarchical level: the structural (internal relations), the morphological (shape), and the statistical (state, condition). These relations between state, shape, and structure at adjacent hierarchical levels are relevant to the old problem of “form versus content.” Tenney also emphasizes the importance of perception in the matter of form and proceeds with a discussion of new formal conditions in twentieth-century music at each of the three hierarchical levels he mentioned earlier in relation to sound elements, the clang, and the sequence. Finally, he explores higher levels of organization and perception with regards to shape and structure.

This chapter comments on Article 7 of the Rome Statute of the International Criminal Court. Article 7 defines crimes against humanity, one of four categories of offence within the subject-matter jurisdiction of the International Criminal Court. The classic definitions of crimes against humanity, in such instruments as the Charter of the Nuremberg Tribunal, are vague and open-ended, leaving courts to interpret the scope of such expressions as ‘persecution’ and ‘inhumane acts’. Out of concern with the uncertain parameters of the crime, the drafters of the Rome Statute included extra language designed to restrain efforts at generous or liberal interpretation. The five distinct ‘contextual elements’ of crimes against humanity are: (i) an attack directed against any civilian population; (ii) a State or organizational policy; (iii) an attack of a widespread or systematic nature; (iv) a nexus between the individual act and the attack; and (v) knowledge of the attack.

Abstract The COVID-19 Pandemic renewed interest on the question of what goals should be pursued by schools in a world rapidly changing and uncertain. As education leaders developed strategies to continue to educate during the Pandemic, through alternative education arrangements necessitated by the closure of schools, the question of re-prioritizing curriculum became essential. In addition, the anticipated disruptions and impacts that the Pandemic would cause brought the question of what capacities matter to the fore. This chapter reviews the history of mass education and examines the role of the United Nations and other international organizations advocating for schools to educate the whole child and to cultivate the breath of skills essential to advance individual freedoms and social improvement. The chapter makes the case that the aspiration to cultivate a broad range of competencies is not only necessary to meet the growing demands of civic and economic participation, but also critical to close opportunity gaps. The development of a science of implementation of system level reform to educate the whole child is fundamental to close the growing gap between more ambitious aspirations for schools and the learning opportunities that most children experience and that are at the root of their low levels of knowledge and skills as demonstrated in international comparative assessments. Implementation strategies need to take into account the stage of institutional development of the education system, and align the components and sequence of the reform to the existing capacities and structures, while using the reform to help the system advance towards more complex forms of organization that enable it to achieve more ambitious goals. The chapter makes the case for examining the implementation of large scale reforms in countries at varied stages of educational development in order to overcome the limitations of the current knowledge base that relies excessively on the study of a narrow range of countries at similar levels of development, many of them with stagnant or declining performance of their students in international assessments of knowledge and skills. Effective implementation requires also coherence across the various levels of governance of the education system and good communication and collaboration across a wide spectrum of stakeholders. Such communication can be facilitated by a good theory of mind of how others view reform. A reform can be viewed through five alternative frameworks: cultural, psychological, professional, institutional and political, or through a combination of those, and each reform is based on elements reflecting one or several of those frames. Understanding these frames, can help better understand how others view change, thus facilitating communication and the development of a shared theory of change. The chapter concludes describing the methods of this study and introducing the six large scale reforms examined in the book.

Organizations are now seriously considering adopting cloud into the existing business context, but migrating data, application and services into cloud doesn't come without substantial risks. These risks are the significant barriers for the wider cloud adoption. There are works that consolidate the existing work on cloud migration and technology. However, there is no secondary study that consolidates the state of the art research and existing practice on risk management in cloud computing. It makes difficult to understand the risks management trend, maturity, and research gaps. This paper investigates the state of the art research and practices relating to risk management in cloud computing and discusses survey results on migration goals and risks. The survey participants are practitioners from both public and private organizations of two different locations, i.e., UK and Malaysia. The authors identify and classify the relevant literature and systematically compare the existing works and survey results. The results show that most of the existing works do not consider the existing organization and business context for the risk assessment. The authors' study results also reveal that risk management in cloud computing research and practice is still not in a mature stage but gradually advancing. Finally, they propose a risk assessment approach and determine the relative importance of the migration goals from two real migration use cases.

Enterprise resource planning (ERP) systems have been implemented in most organizations for few years. But most of the organizations cannot really expose promised benefits of ERP systems. One of the reasons might be ERP users who do not accepted and use ERP system properly. In IT/IS literature organizational users have been exposed as important factor, which has influence on IT/IS acceptance and usage. Technology acceptance model (TAM) proposed by Davis (1989) has been most widely used model for researching user acceptance and usage of IT/IS. While this research is not the first attempt to apply TAM to ERP context, the authors of this chapter aim to make more contributions to the topic. First, they focus on the ERP system use in routine (mature) stage, and because of that, they use construct extended use instead of actual use. In the latest research of ERP system usage, the relationship between work compatibility and usefulness has been examined. New relationships between work compatibility and attitude toward using ERP system have been added. In all TAM studies regarding ERP context, a small number of external factors have been researched. The groups of external factors that have influence on ERP extended usage have been researched. The proposed model has been empirically tested using data collected from a survey of 293 ERP users in 44 organizations across country.

Enterprise resource planning (ERP) systems have been implemented in most organizations for few years. But most of the organizations cannot really expose promised benefits of ERP systems. One of the reasons might be ERP users who do not accepted and use ERP system properly. In IT/IS literature organizational users have been exposed as important factor, which has influence on IT/IS acceptance and usage. Technology acceptance model (TAM) proposed by Davis (1989) has been most widely used model for researching user acceptance and usage of IT/IS. While this research is not the first attempt to apply TAM to ERP context, the authors of this chapter aim to make more contributions to the topic. First, they focus on the ERP system use in routine (mature) stage, and because of that, they use construct extended use instead of actual use. In the latest research of ERP system usage, the relationship between work compatibility and usefulness has been examined. New relationships between work compatibility and attitude toward using ERP system have been added. In all TAM studies regarding ERP context, a small number of external factors have been researched. The groups of external factors that have influence on ERP extended usage have been researched. The proposed model has been empirically tested using data collected from a survey of 293 ERP users in 44 organizations across country.

Constitutionalism emerged as a reaction to functionalism to rebut the international nature of the relation between organizations and member states: member states are organs of the organization when they act in the fulfilment of its purposes; the law created by international organizations is purely internal law; the institutional veil is characterized by an impermeable opacity; the autonomy of the organization is maximal; the conduct of a member state acting in the institutional forum is not relevant as a matter of international law. This chapter describes the historical roots of this conceptualization and posits why under this perspective the rules of the organizations are internal law of each particular organization. Afterwards, it describes the flaws of this theory discussing the problems arising in terms of the principle of lex specialis and concerning the attribution of conduct to an international organization.

While Chapter 2 mainly refers to the lack of separation between roles and personalities, this chapter draws attention to the fading division between the Dutch police and its organizational environment. It argues that police power is now often divided across a multiplicity of organizations. This expanded notion of the police prompts us to look beyond the police organization, particularly when we want to understand an urgent matter such as police discrimination. The chapter engages with the literature on the ‘policing of migration’, as it is mainly in this field that diffuse, or networked policing has quickly advanced. Second, it provides detailed empirical data on how migrants experience borders within the nation-state due to a thickening of borderlands.

Functionalism is conventionally considered the mainstream paradigm of the law of international organizations: organizations are agents of their member states by the means of a contractual relationship; the law created by international organizations is purely international law; the institutional veil is characterized by a crystallin transparency; the autonomy of the organization is minimal and only granted by a rigid conferral of competences and few implied powers; the conduct of member states acting in the institutional forum is relevant as a matter of international law. This chapter introduces the historical roots of this conceptualization and elaborates why under this perspective the rules of the organizations are purely international law. It describes the flaws of this theory, discussing the breach of institutional rules by the organization and the adoption of countermeasures against a wrongful act committed by a member state.

Representatives from eight different organizations collaborated to develop a self-paced elearning course to teach preceptor skills to staff nurses in various healthcare organizations. The course employed a constructivist theory of learning and simulated many of the conversations and relationships staff nurses experience when performing preceptor responsibilities. Three of the four subject matter experts were volunteers and never compensated financially for their work on the course. The project manager used an iterative instructional design model and a generic project management methodology. The team considers the project a success because the course is complete, albeit two years later than scheduled, and generating a small amount of revenue. Additionally, the team progressed through the four stages of team development, reaching the “performing” stage, and the course is part of an effective three-pronged solution to avert a potential nursing shortage in the state.

Vascular remodeling plays a key role in many physiological and pathophysiological processes, as well as the success or failure of many clinical interventions; examples include vascular development and aging, hypertension and atherosclerosis, and restenosis of vascular grafts. Despite the explosion of information on vascular remodeling, from the molecular level to the tissue level, attempts at integrating these data into a predictive multi-scale model are still in their infancy. Humphrey and Rajagopal said well that in order to capture the salient features of these remodeling processes ‘one must track local balances or imbalances in the continual production, removal, [and remodeling] of individual constituents, the mechanical state in which the constituents are formed, and how these constituents are organized’. Abdominal aortic aneurysms (AAA’s) provide a good illustration of the need for a multi-scaled microstructurally-motivated mathematical model. During progression of AAA’s, circumferential expansion, vessel wall thinning and axial lengthening are coincident with a progressive loss of elastin and smooth muscle and decrease in glycosaminoglycans, with mature aneurysms consisting primarily of collagen and fibroblasts; thus, AAA’s experience spatial and temporal variations in their geometry, microstructural content and organization, and applied loads. To develop a predictive model for vascular remodeling, the complex interplay between evolving material behavior (via changes in microstructural content and organization) and applied loads, which determine the local mechanical environment and the mechano-biological response to this changing mechanical environment, must be incorporated.

As the nuclear industry continues to grow throughout the world, we find that support from government officials, local business leaders and the general public is becoming more and more important. In order to help raise awareness and inform these various publics, AREVA expanded upon a best practice from its worldwide operations and recently established a Community Advisory Council in the United States. The member organizations represent a variety of grassroots and minority organizations from across the United States and are active in various ways in local, state and federal arenas. AREVA’s objective for the Council is simple — listen to concerns, engage in dialogue and raise awareness about the intrinsic link existing between energy, CO2 emissions, global warming, and economic growth, so these same people can make decisions when it comes to energy sources in the future. We want our members to help us better understand their communities, listen to their concerns and answer their questions openly and honestly. AREVA understands that this outreach and education are just the first steps toward helping clean energy sources grow. We must maintain regular dialog and operate in a safe manner, because in the long run, it is these community members who will ensure energy security for the country. And it is only by working together as an industry that we can ensure a safe, clean air future for generations to come, no matter where in the world we live.

The architecture of load-bearing fibrous tissues is optimized to enable a specific set of mechanical functions. This organization arises from a complex process of cell patterning, matrix deposition, and functional maturation [1]. In their mature state, these tissues span multiple length scales, encompassing nanoscale interactions of cells with extracellular matrix to the centimeter length scales of the anatomic tissue volume and shape. Two structures that typify dense fibrous tissues are the meniscus of the knee and the annulus fibrosus (AF) of the intervertebral disc (IVD). The mechanical function of the wedge-shaped knee meniscus is based on its stiff prevailing circumferential collagen architecture that resists tensile deformation [2,3]. Adding to its complexity, radial tie fibers and sheets are interwoven amongst these fibers, increasing stiffness in the transverse direction and binding the tissue together [4]. In the annulus fibrosus, multiple anisotropic lamellae are stacked in concentric rings with their prevailing fiber directions alternating above and below the horizontal axis in adjacent layers [5]. The high circumferential tensile properties of this laminate structure allow it to resist bulging of the nucleus pulposus with compressive loading of the spine. Given their structural properties, unique form, and demanding mechanical environments, the knee meniscus and the AF region of the IVD represent two of the most challenging tissues to consider for functional tissue engineering.

Abstract Reservoir simulation is a mature technology, and nearly all major reservoir development decisions are based in some way on simulation results. Despite this maturity, the technology is changing rapidly. It is important for both providers and users of reservoir simulation software to understand where this change is leading. This paper takes a long-term view of reservoir simulation, describing where it has been and where it is now. It closes with a prediction of what the reservoir simulation state of the art will be in 2007 and speculation regarding certain aspects of simulation in 2017. Introduction Today, input from reservoir simulation is used in nearly all major reservoir development decisions. This has come about in part through technology improvements that make it easier to simulate reservoirs on one hand and possible to simulate them more realistically on the other; however, although reservoir simulation has come a long way from its beginnings in the 1950's, substantial further improvement is needed, and this is stimulating continual change in how simulation is performed. Given that this change is occurring, both developers and users of simulation have an interest in understanding where it is leading. Obviously, developers of new simulation capabilities need this understanding in order to keep their products relevant and competitive. However, people that use simulation also need this understanding; how else can they be confident that the organizations that provide their simulators are keeping up with advancing technology and moving in the right direction? In order to understand where we are going, it is helpful to know where we have been. Thus, this paper begins with a discussion of historical developments in reservoir simulation. Then it briefly describes the current state of the art in terms of how simulation is performed today. Finally, it closes with some general predictions.

Basic results are considered of aerohydrodynamic and thermophysical experiments, in which secondary tornado-like jets (TLJ) are revealed and investigated. These jets are self-organized under conditions of flow past surfaces with three-dimensional recesses (dimples) with a second-order curvilinear surface (TLJS – tornado-like jet surface). Exact solutions are given of unsteady-state Navier–Stokes and continuity equations, which describe the TLJ. The impact is considered, which is made on the flow in dimple by forces forming a flow of new type with built-in secondary tornado-like jets. These forces are absent in the case of flow past initially smooth surfaces. The problems are discussed of reducing the aerohydrodynamic drag on the TLJS, of enhancing the heat and mass transfer with the level of hydraulic loss lagging behind the degree of enhancement, of increasing the critical heat loads under conditions of boiling and supercritical flows of continuous medium past the TLJS, of preventing cavitation damage to the TLJS in hydraulic apparatuses, of reducing the adsorption of foreign matter on these surfaces, of reducing the friction between TLJS rubbing against one another, and of raising the efficiency of facilities for tornadolike conversion of energy of renewable low-potential sources. It is demonstrated that the obtained exact solutions of Navier–Stokes and continuity equations provide an adequate model of generation and evolution of swirling flow of blood in human blood circulation system, which enables one to proceed to development of safe and effective devices for substitution of organs in cardiac surgery. An inference is made about the universality of the flow of new type for raising the efficiency of technologies involving flows of various media.

Teaching profession continues to hold its status as a noble profession and university faculty are held with high esteem by the general population. Some faculty teaching in engineering and technical programs have begun to address the pedagogy of learning in recent years. This is supported by a number of initiatives at the national level. Besides funding of such activities by organizations such as the National Science Foundation, engineering professional societies have created forums and awards to recognize and promote teaching and learning of engineering subject matter. This paper addresses an experiment in improved learning by students of a subject matter that is very descriptive and non-traditional as compared to most engineering subjects. The applied human factors course is an elective course for engineering technology (ET) students and a required course for the (non-technical) industrial design students from the College of Fine, Performing, and Communication Arts (CFPCA) at Wayne State University (WSU). Technical students are more comfortable with equations and formulas where as the non-technical students have practically no exposure to such things. Setting for this course was a multi-media distance learning laboratory and the teacher had an important task of not just covering the material, but to increase student interest to optimize their learning. Although all the teaching material for the course was prepared for presentation in power point, after a discussion with the class, it was decided to make the learning process different from the traditional teaching. The class was divided in three groups and each group was given a reading assignment covering one third of the material to be covered in each class session. Each group met on a regular basis going over its assignment and breaking up the task for each team member to lead presentation and discussion for the next class. Learning objectives addressed in the course included team work, effective communication, system design and implementation, continued student participation, and effective learning for long term retention besides the contents of the subject matter. Overall, students really felt they were learning a lot and achieving unexpected new presentation skills. This paper would summarize a very positive experience of all dealing with learning pedagogy.

Many engineering educators have become sensitive to the improved outcome of student learning in their classes. This has been true for our colleagues in the colleges of education where teachers are prepared for the teaching pedagogy. In many cultures as well as ours, the teaching profession is upheld as a noble profession. At the same time, the university faculty are held with high esteem by the general population. Faculty teaching in undergraduate programs have begun to address the pedagogy of learning in recent years. There is a national trend towards helping in this phenomenon. Besides funding initiatives by organizations such as the National, Science Foundation, engineering professional societies continue to organize forums and awards to recognize and promote teaching and learning of engineering subject matter. This paper would address an experiment in improved learning by students of a subject matter that is laboratory based. The instrumentation course is a required course for engineering technology (ET) students pursuing mechanical, manufacturing/industrial, product design, and electromechanical majors at Wayne State University (WSU). Most engineering technology students are more comfortable with experimental techniques than with derivation of equations and formulas. Setting for this course was a multi-media distance learning classroom and a set of lab experiments. The teacher had an important task of not just covering the material, but to increase student interest to optimize their learning. Although all the teaching materials were prepared for presentation in power point, after discussion with the class it was decided to make the learning process different from the traditional teaching. The class was divided in three groups and each group was given a reading assignment covering one third of the material to be covered in each session. Each team met on a regular basis going over its assignment and breaking up the tasks for each team member to lead presentation and discussion for the whole class. Learning objectives addressed in the course included team work, effective communication, system design and testing, continued student participation, effective learning for long term retention besides the contents of the subject matter. Overall, student really felt they were learning a lot and new things. This paper summarizes a very positive experience of students and faculty dealing with learning pedagogy.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.

Peace is made at home, in the streets, in our communities – and on the world stage. In all these spaces, women in all their diversity work to forge the conditions that make peace possible. Perhaps nowhere is this clearer than in conflict-affected countries, where diverse women’s organizations draw attention to human rights violations happening in wars, and offer alternative paths to peace. While women in civil society often lead the way in preventing and bringing an end to violence, they are not included meaningfully in peace and security decision-making, even at the UN Security Council (UNSC) – the guardian of the Women, Peace and Security agenda. This report, jointly published by Oxfam and the NGOWG, explores the practice of inviting women civil society representatives to brief the UNSC. It intends to push beyond the idea of participation as a checkbox exercise and analyzes the extent to which women’s voices form part of UNSC deliberations, and which conditions mean their participation has the most impact.