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Artykuły w czasopismach na temat "Managing the change of ownership"
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Barratt-Pugh, Llandis, Patricia Kennett i Susanne Bahn. "Managing Knowledge". International Journal of Knowledge Management 9, nr 2 (kwiecień 2013): 20–37. http://dx.doi.org/10.4018/jkm.2013040102.
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For organisations, an environment of continuous change positions knowledge as the source of key competitive advantage and simultaneously mediates change to more fluid structures. More flexible structures challenge the traditions of knowledge flowing through hierarchical and formal chains of command. The emerging more fluid and knowledge based organisational structures present new challenges for developing, retaining and disseminating organisational knowledge. An area of highly contested debate involves the harmony and integration of Knowledge Management Systems (KMS) and changing organisational cultures. The paper explores KMS and cultural interface through an analysis of three mature organisational cases, identifying the key barriers that appear to prevent the effective use of KMS. The study constructs a framework for exploring cultural integration issues. The study confirms the primacy of culture in shaping integration and the imperative of resourcing learning and development programmes. The findings indicate that the critical issues organisations should explore are the legitimacy of authoring, the transparency of filtering and attribution, and the awareness of cultural dissonance. For practitioners the study provides a framework for exploring employee participation relationships, while academically the study confirms how existing cultural relations will shape KMS relations and how the exploration of existing cultural exchange practices should be equally weighted with practices to build employee capability. Generating ownership may be the key to success.
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Hung, D., E. Wong, K. Anderson i J. Hereford. "PS2-14: Ready to Change? The Role of Employee Engagement, Ownership, and Participation in Managing Change". Clinical Medicine & Research 11, nr 3 (1.09.2013): 159. http://dx.doi.org/10.3121/cmr.2013.1176.ps2-14.
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Vedenyev, K. E. "Managing Investment Programs оf Electric Power Companies". Vestnik of the Plekhanov Russian University of Economics, nr 3 (31.05.2021): 168–77. http://dx.doi.org/10.21686/2413-2829-2021-3-168-177.
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In the situation of digitalization of finance and economic processes to create and increase values and investment appeal corporations are obliged to acquire new sources of capital stock, to build up accumulations and keep them on the optimal level. Investment programs of electric power companies are personified know-how with simultaneous administrative control over prices for products put out by them. Each company continuously looks for sources of long-term investment by developing investment strategies appealing for investors, for the development of own business and tries to earn finance, social capital and reputation. Electric power companies usually have a big share of state ownership, which is controlled with difficulties, especially when horizontal transfers of this ownership go on. The goal of the article is to substantiate the model of technological price control of investment processes at electric power companies, which stipulates evaluation of capital structure and accumulation processes and investment practice of efficiency support, first of all for protection of their interests. For companies investment is a key driver of development, it gives an opportunity to extend business, enter new markets, modernize production and equipment and change ideology of personnel, therefore, companies always do their best to attract investors. The target model of exercising technological and price control of the investment program at electric power companies demonstrates the necessary conditions of balancing dynamic pricing for company products, its securities and management strategy with capital value and keeping it on the optimum level when evaluating investment project efficiency. In world practice there is a sufficient number of methods and algorithms to control investment programs and business, however finance environment, methods and criteria of evaluation evolve and tools of audit and analysis change.
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Yung, Laurie, John Chandler i Marijka Haverhals. "Effective Weed Management, Collective Action, and Landownership Change in Western Montana". Invasive Plant Science and Management 8, nr 2 (czerwiec 2015): 193–202. http://dx.doi.org/10.1614/ipsm-d-14-00059.1.
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Rural landscapes are increasingly diverse and heterogeneous, involving a mix of small and large parcels, amenity and agricultural properties, and resident and absentee owners. Managing invasive plants in landscapes with changing ownership requires understanding the views and practices of different landowners. We surveyed landowners in two rural valleys with 26% absentee ownership and a large number of small parcels in Missoula County, Montana. Landowners indicated a high level of awareness and concern about weeds; more than 80% agreed that weeds are a problem in their valley. Seventy-eight percent of landowners managed weeds, but only 63% were effective at weed management. Absentee owners were far less likely to manage weeds on their properties and less likely to utilize herbicides, as compared with resident landowners. Landowners reported that seeds coming from adjacent properties were the most significant barrier to effective weed control. Many landowners manage weeds to be a good neighbor and believe that cooperation between neighbors is critical to weed management.
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Saeidian, Bahram, Abbas Rajabifard, Behnam Atazadeh i Mohsen Kalantari. "Underground Land Administration from 2D to 3D: Critical Challenges and Future Research Directions". Land 10, nr 10 (17.10.2021): 1101. http://dx.doi.org/10.3390/land10101101.
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The development and use of underground space is a necessity for most cities in response to rapid urbanisation. Effective underground land administration is critical for sustainable urban development. From a land administration perspective, the ownership extent of underground assets is essential for planning and managing underground areas. In some jurisdictions, physical structures (e.g., walls, ceilings, and utilities) are also necessary to delineate the ownership extent of underground assets. The current practice of underground land administration focuses on the ownership of underground space and mostly relies on 2D survey plans. This inefficient and fragmented 2D-based underground data management and communication results in several issues including boundary disputes, underground strikes, delays and disruptions in projects, economic losses, and urban planning issues. This study provides a review of underground land administration from three common aspects: legal, institutional, and technical. A range of important challenges have been identified based on the current research and practice. To address these challenges, the authors of this study propose a new framework for 3D underground land administration. The proposed framework outlines the future research directions to upgrade underground land administration using integrated 3D digital approaches.
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Cawrse, Scott, Dominic Pepicelli, Nick Panagopoulos, Piotr Sapa i Daniel Broadbridge. "Are bonds the answer to managing environmental liabilities?" APPEA Journal 61, nr 1 (2021): 1. http://dx.doi.org/10.1071/aj20135.
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Traditionally the requirement for meeting environmental liability obligations for regulated activities has focused on financial security. A single or blanket bond covering many licenses of an operator is often used to cover a state’s financial exposure to the environmental liabilities from disclaimed licenses in the event of operator insolvency. Less attention has been given to changes in regulated activities, operator risk and market changes, and management of wells over the life cycle. The Department for Energy and Mining (DEM) in South Australia has revised its policy for managing the environmental liabilities from petroleum and geothermal activities to be more holistic, risk and evidence based. Operators are now required to account for the status of all licensed activities in annual reporting, or for any change in ownership. Wells and infrastructure that have not been in production for over 24 months require an assessment based on prescribed future use criteria. If a future use can be demonstrated with sufficient evidence, the activity is categorised as ‘inactive’. Inactive wells are subject to an annual fee that finances the rehabilitation of legacy wells that may become orphan. If no future use is established, the activity is categorised as ‘expired’, and a rehabilitation plan of a minimum number of wells, or equivalent expenditure on infrastructure rehabilitation, is required. DEM also review the inventory of licensed activities and financial capacity of operators to meet environmental rehabilitation obligations to determine the amount of financial security required. This approach allows for risk-based financial security commensurate with regulated activities.
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Berkutova, T. A., O. V. Mishchenkova i B. A. Yakimovich. "MARKETING ACTIVITY OF ENTERPRISES AS AN OBJECT OF CHANGE". Bulletin of Udmurt University. Series Economics and Law 33, nr 1 (25.01.2023): 9–20. http://dx.doi.org/10.35634/2412-9593-2023-33-1-9-20.
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In the conditions of the formation of technological independence of Russia, the most important task is to ensure the market orientation of the production capabilities of domestic enterprises. The dynamic nature of the external environment of enterprises implies constant changes in the criteria of competitiveness and efficiency in their activities, which leads to the emergence of new business goals, new tools and methods of work, changes in the ownership structure, relationships, the development of new functions and directions, diversification and integration. Changing business goals requires the transformation of the marketing activity of the enterprise - the integration of marketing into the strategic management system, the creation of business value factors, the formation of market partner assets, the development of new directions, what makes the task of researching the marketing activities of an industrial enterprise as an object of change relevant. The article is devoted to the systematization of the objects of changes in the marketing activities of enterprises. The methodological basis is the traditional methods of scientific analysis, methods of economic and mathematical statistics, technical, economic and logical analysis, systematization and ranking. The systematization of objects and spheres of changes in the marketing activities of enterprises has been carried out. The presented systematization of the objects of changes in the marketing activities of enterprises allows us to develop general conceptual provisions of the methodology for managing changes in marketing activities, to specify the process of managing changes in order to increase the effectiveness of marketing activities directly at the enterprise.
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Sadiq, Ramla, Tahseen Mohsan Khan i Noman Arshed. "Empirical Analysis of Structural Income Changes in Commercial Banks: A Case of Pakistan". Lahore Journal of Business 7, nr 1 (1.09.2018): 33–59. http://dx.doi.org/10.35536/ljb.2018.v7.i1.a2.
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The primary purpose of this study was to conduct an exploratory and explanatory analysis to determine the impact of structural income on performance of the all commercial banks in Pakistan from 2008 to 2015. It aimed to establish the theory on dual impact of income diversification and ownership on bank performance in a developing economy. This population was divided into two categories - ownership mode characterized into conventional and Islamic banks and category mode characterized into five proportions of non-markup and mark up income structures. The divisions were analyzed on the basis of change in assets and equity and gross income, using a non-linear approach. This approach ensured robustness of analysis and clearer outcomes regarding strategic approaches in this sector. Ownership mode finding suggested conventional banks tilt towards non-markup income significantly for asset and gross income base increase and Islamic banks insignificantly towards markup income. Our findings also showed that conventional banks lead Islamic banks, and banks with non-markup income between 30%-40% lead other bank categories in terms of managing profitability. Islamic banks are ahead of conventional banks, and category1 banks with non-markup income above 50% are ahead of all other categories in terms of utilization of funds.
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Voroniuk, Yevheniia V., i Karina V. Satusheva. "MANAGING ECONOMIC SECURITY OF AN INTERNATIONAL VENTURE: A PSYCHOLOGICAL PERSPECTIVE". Journal of Strategic Economic Research, nr 2 (24.12.2021): 57–66. http://dx.doi.org/10.30857/2786-5398.2021.2.6.
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This article seeks to provide argument that effective performance in modern realia of business and management is impossible without understanding the socio-psychological processes that accompany entrepreneurial endeavours. Further development of market competition in the national economy, its inclusion in the system of global economic relationships, aggravation of internal barriers to successful implementation of economic reforms significantly raise the issue of exploring a psychological aspect of economic security of businesses, and in international ventures, in particular. An emphasis is put that the roots of genesis and evolution of economic psychology refer to radical changes, especially changes occurred in the economic paradigm and attitudes towards ownership for the means of production in the first place, as well as the emergence of new economic actors. Apart from that, pressing globalization trends, changes in political and economic patterns, as well as rapid technological advances in society have greatly affected socio-cultural values of the population. However, even the very speed and extent of global change faced by modern society depends on psychological characteristics inherent in different social groups. Different psychological patterns and perspectives that drive the development of business environment world-wide have created a new background for shaping and launching new economic security strategies for international business entities and ventures. The findings have verified that business economic security directly relates to management's understanding of the needs and the specifics of business structure and their alignment with the personal goals of the leader. Moreover, business operation of economic entities, both in the external and internal environment, encourages them to search for the new pathways and raise awareness of the need for effective interaction between the internal corporate culture and its organizational structure, ensuring and managing economic security and values of international markets. To attain the above objectives, a thorough research on the international business environment is of critical significance. It is argued that deep insights into psychological factors driving drastic change in the politicians’ perceptions of the need to make a shift from a planned socialist paradigm to a market economy, exploring the psychology of transformation of the theoretical concepts from Marxist political economy to Western market theories will facilitate better understanding of the nature of economic security of international ventures.
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Bhawra, Jasmin. "Decolonizing Digital Citizen Science: Applying the Bridge Framework for Climate Change Preparedness and Adaptation". Societies 12, nr 2 (17.04.2022): 71. http://dx.doi.org/10.3390/soc12020071.
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Research has historically exploited Indigenous communities, particularly in the medical and health sciences, due to the dominance of discriminatory colonial systems. In many regions across Canada and worldwide, historical and continued injustices have worsened health among Indigenous Peoples. Global health crises such as climate change are most adversely impacting Indigenous communities, as their strong connection to the land means that even subtle changes in the environment can disproportionately affect local food and health systems. As we explore strategies for climate change preparedness and adaptation, Indigenous Peoples have a wealth of Traditional Knowledge to tackle specific climate and related health issues. If combined with digital citizen science, data collection by citizens within a community could provide relevant and timely information about specific jurisdictions. Digital devices such as smartphones, which have widespread ownership, can enable equitable participation in citizen science projects to obtain big data for mitigating and managing climate change impacts. Informed by a Two-Eyed Seeing approach, a decolonized lens to digital citizen science can advance climate change adaptation and preparedness efforts. This paper describes the ‘Bridge Framework’ for decolonizing digital citizen science using a case study with a subarctic Indigenous community in Saskatchewan, Canada.
Rozprawy doktorskie na temat "Managing the change of ownership"
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Shen, Xuehong. "Managing under private ownership : an ethnography of managerial work in private enterprises in China". Thesis, University of Manchester, 2013. https://www.research.manchester.ac.uk/portal/en/theses/managing-under-private-ownership-an-ethnography-of-managerial-work-in-private-enterprises-in-china(9756c54e-019d-4015-b546-f81eb2800cd3).html.
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Since the inception of economic reform, China has undergone comprehensive changes which have stimulated substantial research on various aspects of Chinese society. In recent years, research on management and organisation in China has grown rapidly, but with relatively little attention being devoted to the ethnographic analysis of private enterprises, despite the fact that such enterprises play a crucial role in China’s economy and make a significant contribution to labour employment. A lack of close, personal and meaningful access to everyday organisational activities is often cited as one of the main reasons preventing such research. This thesis attempts to fill the gap through investigating the everyday nature of management and managerial work in seven large private shipbuilding enterprises in China. In so doing it seeks to provide ethnographic answers to one main question – what are the characteristic features of the emerging management systems employed in private enterprises in contemporary China? In so doing the research investigates how such systems have evolved and the ways in which they impact on the nature of everyday managerial work.Research that seeks to understand the reality of management and managerial work however is not research that deals exclusively with static or structural organisational phenomena. Instead it is also research that requires sensitivity to changing events and processes – ones that interact constantly with elements of a complex and dynamic environment. It is argued here that such research demands a theoretical framework capable not only of appreciating the diversity of formal management systems in contemporary China, but which can also incorporate informal social and cultural factors into its analysis. To establish sensitivity both to structural and cultural phenomena the research approach developed here is one that combines two, very different, sociological theories - labour process theory (LPT, derived from Braverman, 1974) and Chaxugeju theory (derived from Fei, 1947). On the one hand, LPT offers a framework for appreciating structural forces stimulating changes to management systems and managerial work. On the other hand, Chaxugeju theory facilitates appreciation of how cultural, historical and social factors are synthesized in rules and principles that characterise the operation of society and the values and logics that guide human action, Taken together, the combination of LPT and Chaxugeju facilitates the analytical connection of micro and macro forms of analysis, and thus the appreciation of a range of interacting systems (economic, ideological, social etc.) of relevance to understanding the nature of management and work organization in contemporary China.Given the nature and form of both the research questions and theoretical framework, a research design based on ethnography is chosen as the primary methodological approach. As the research not only studies the systems of management in China’s private enterprises, but also managerial experiences, behaviour and subjectivity in relation to changing circumstances, an ethnographic approach that commits extensive time to the field, interacts extensively with actors, generates rich data, and detailed and ‘thick’ description of the observed works well for this research. As to the case study organisations, shipbuilding companies were chosen for three main reasons: (i) the importance of shipbuilding industry to the Chinese economy, (ii) the rapid growth and significance of private enterprises in the industry, and (iii) (at a more personal level) the extensive connections and previous work experience of the researcher in the shipbuilding sector. At a general level, the findings reported in the thesis reflect that the evolution of management systems in China’s private enterprises is the product of the interaction of a range of internal factors specific to the firm and many external forces related to China’s transitional economy. As such, issues of cultural, social and historical inheritance are assessed together with those of economic interaction/processes of globalisation to document how these forces influence events at the organisational level. On the one hand, the research describes trends towards convergence with the status and nature of ‘global’ managerial work, despite a Chinese firm’s specific ownership origins, current ownership status, and (re)structuring strategies. In so doing the data demonstrate how managerial work in China’s private enterprises is experiencing fundamental changes; for example, the on-set of greater job scope, knowledge/skill levels, organizational control, responsibilities, incentive mechanisms, and relationship-based managerial ethics. On the other hand, the findings also suggest that within China’s transitional economy, private firms still incorporate aspects of traditional Chinese management. Such methods are often reminiscent of erstwhile state-owned practices and can function as a strategy for minimizing internal resistance to change. Findings suggest that the current ‘hybrid’ character of management in private enterprises in China will endure for a considerable period of time. China’s traditional management and its values still have a strong influence on firm practices, especially in terms of people management. In many respects the social character of the workplace functions in the spirit of Chaxugeju, with the fundamental organisational rules and behavioural patterns remaining largely unchanged, as individual-based social relationships substitute for formal institutions in the firm. These findings are all explained through detailed ethnographic description and analysis. Finally, perhaps the major contribution of the research which underpins this thesis is to reduce the gap between the perception and reality of management and managerial work in China’s private firms. Insights into the daily working lives of managers are provided which reveal the deep philosophies underlying apparently rationalized practices and behaviours. Research on such intimate management phenomena is of benefit to organizational research in that it supplements the more ‘global’ style of analysis common in appreciations of Chinese corporate behaviour. The study thus adds a deeper, qualitative level of analysis to the mainstream managerial research landscape on China. Theoretically it shows the practicability and value of combining an indigenous Chinese theory (Chaxugeju) with an established western paradigm (LPT) to analyze and interpret ethnographic organisational phenomena. It thus reminds us of the importance of looking beyond the boundary of specific academic theories when developing and applying our ideas, especially when exploring international and transitional economies.
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Hovey, Martin, i n/a. "Corporate Governance in China: An Empirical Study of Listed Firms". Griffith University. Griffith Business School, 2005. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20061018.143503.
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Corporate governance has gained considerable prominence in the last decade as it has become a much more widely discussed and debated issue. The debate as to which model of corporate governance China should adopt continues as China forges a new era of interaction with the global market, especially since its accession to the World Trade Organization in 2001. The state-owned enterprise (SOE) sector in China is a significant contributing factor in China's endeavour to continue to develop its economy, provide employment and reduce poverty. Therefore, the success of SOE reform is important to China's future economic prosperity and ability to contend with social justice issues. The commencement of the reform process began in the late 1970s and many SOEs have attained significant progress in some important areas. However, all too many SOEs experience poor overall performance. Thus, the consequence of the corporate governance model and corporate structure selected will be considerable, especially as the country's market economy gains momentum. This thesis contributes to the ongoing body of work relating to corporate governance in China, and some clear results have been found. It also reviews the institutional setting in China and elements of the corporate governance literature in detail. As the ownership of firms is considered to be one of the key elements to enhance corporate governance, the empirical study considers issues relating to changes in ownership, concentration and ownership structures. It conducts an empirical study of the ownership and performance of listed corporations in China and based on these analyses, the thesis provides policy recommendations as to which model of corporate governance may best be suited to China during this transitional phase. The findings suggest that the ownership structure is a key element to enhancing corporate governance in China. The wealth affects of changes in listed firm ownership, which for the most part had the effect of reducing state ownership, were found to be positive. Concentration ownership structures per se were not found to enhance listed firm performance. The most significant findings were the following. Firstly, that institutional ownership, through the Legal Person holding companies, have a positive bearing on listed firm performance and thus by implication, upon improving corporate governance. Secondly, medium levels of Legal Person ownership were found to be the most effective. Thirdly, foreign institutions and individual investors were found to be positively correlated to performance. Similar results were found for offshore ownership, but to a lessor extent. Conversely, state ownership was found to be negatively correlated to performance. Other issues that were identified in the empirical analysis are that size does matter, in that large firms were found not to perform as well as smaller firms. Leverage appears to matter also, as highly leveraged firms were found not to perform well. The industry in which a firm operates was also found to have an affect on performance. The policy recommendations are based on the findings and observations of this thesis. The assumption is made that the present gradualist approach and regime will continue. As state ownership is shown to have a negative bearing on listed firm performance, the recommendation is that the state, at its various levels, should divest its holdings. This could be achieved through a privatization program in which the state denationalises a large proportion of its holdings. One of the keys would then be managing the change of ownership. Based on the observations and findings of this study, it is recommended that a privatization program should be instigated that supports blockholders and institutions, and does not focus purely on dispersing large proportions of holdings to diverse small shareholders. In addition, mergers and acquisitions that embrace economic efficiency should be encouraged and supported. The empirical study demonstrates that the ultimate ownership and control of tradeable shares ought to be channelled to pension funds, private institutional investors that should be encouraged to take strong stakes in the firms, to strategic investors, especially minority blockholders, and a proportion to international investors. This strategy would be in China's best interests in its present stage of development.
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Hovey, Martin. "Corporate Governance in China: An Empirical Study of Listed Firms". Thesis, Griffith University, 2005. http://hdl.handle.net/10072/365859.
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Corporate governance has gained considerable prominence in the last decade as it has become a much more widely discussed and debated issue. The debate as to which model of corporate governance China should adopt continues as China forges a new era of interaction with the global market, especially since its accession to the World Trade Organization in 2001. The state-owned enterprise (SOE) sector in China is a significant contributing factor in China's endeavour to continue to develop its economy, provide employment and reduce poverty. Therefore, the success of SOE reform is important to China's future economic prosperity and ability to contend with social justice issues. The commencement of the reform process began in the late 1970s and many SOEs have attained significant progress in some important areas. However, all too many SOEs experience poor overall performance. Thus, the consequence of the corporate governance model and corporate structure selected will be considerable, especially as the country's market economy gains momentum. This thesis contributes to the ongoing body of work relating to corporate governance in China, and some clear results have been found. It also reviews the institutional setting in China and elements of the corporate governance literature in detail. As the ownership of firms is considered to be one of the key elements to enhance corporate governance, the empirical study considers issues relating to changes in ownership, concentration and ownership structures. It conducts an empirical study of the ownership and performance of listed corporations in China and based on these analyses, the thesis provides policy recommendations as to which model of corporate governance may best be suited to China during this transitional phase. The findings suggest that the ownership structure is a key element to enhancing corporate governance in China. The wealth affects of changes in listed firm ownership, which for the most part had the effect of reducing state ownership, were found to be positive. Concentration ownership structures per se were not found to enhance listed firm performance. The most significant findings were the following. Firstly, that institutional ownership, through the Legal Person holding companies, have a positive bearing on listed firm performance and thus by implication, upon improving corporate governance. Secondly, medium levels of Legal Person ownership were found to be the most effective. Thirdly, foreign institutions and individual investors were found to be positively correlated to performance. Similar results were found for offshore ownership, but to a lessor extent. Conversely, state ownership was found to be negatively correlated to performance. Other issues that were identified in the empirical analysis are that size does matter, in that large firms were found not to perform as well as smaller firms. Leverage appears to matter also, as highly leveraged firms were found not to perform well. The industry in which a firm operates was also found to have an affect on performance. The policy recommendations are based on the findings and observations of this thesis. The assumption is made that the present gradualist approach and regime will continue. As state ownership is shown to have a negative bearing on listed firm performance, the recommendation is that the state, at its various levels, should divest its holdings. This could be achieved through a privatization program in which the state denationalises a large proportion of its holdings. One of the keys would then be managing the change of ownership. Based on the observations and findings of this study, it is recommended that a privatization program should be instigated that supports blockholders and institutions, and does not focus purely on dispersing large proportions of holdings to diverse small shareholders. In addition, mergers and acquisitions that embrace economic efficiency should be encouraged and supported. The empirical study demonstrates that the ultimate ownership and control of tradeable shares ought to be channelled to pension funds, private institutional investors that should be encouraged to take strong stakes in the firms, to strategic investors, especially minority blockholders, and a proportion to international investors. This strategy would be in China's best interests in its present stage of development.Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Full Text
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Cao, Guangming. "Systems thinking and managing organisational change". Thesis, University of Bedfordshire, 2001. http://hdl.handle.net/10547/293966.
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This thesis is about how systems thinking might contribute to the successful management of change (MOC). The motivation is the increasing importance of MOC in an environment where competition and internationalisation of markets are ever intensifying: organisations either "change or die", yet MOC suffers adversely with unacceptably high failure rates. A critique of MOC literature shows that current MOe methodology is characterised by reductionist approaches with a diversity of confusing and contradictory suggestions and recipes. This is seen to be impoverished where different types of organisational change are interacting. All these suggest that MOC methodology itself needs to be improved and a systemic approach is more appropriate. In search of methodological underpinnings for proposing a systemic approach to MOC, literature on systems thinking is reviewed, indicating that systems approaches, especially critical systems thinking, are potentially powerful to inform the development of MOC. Nevertheless, important questions are raised about applying systems ideas to MOC. Further research is needed. And this has been done by triangulating data, theory and method to develop a fuller understanding of systems perspectives and their relevance to MOC. By combining MOC and systems thinking together in a theoretically informed way, a systemic MOC framework is suggested and revised. This framework is seen to provide a characterisation of MOC by identifying the conceptual components, a coherent theoretical structure by specifying and ordering the relationships between these components, and a way of helping understand and manage the diversity in organisational change systemically. This framework is theoretically underpinned and applied to a case study where different types of organisational change and their interactions are surfaced. The outcomes firmly support the view that MOe is characterised by different types of organisational change and their interactions, for which systemic approaches are more appropriate; thus the systemic MOC framework developed is seen to be useful in helping understand and manage organisational change more effectively. The findings are critiqued within the study, and from this come out the conclusions, and recommendations for future research.
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Wennerström, Lee. "Managing change with an intercultural team". Thesis, Högskolan i Borås, Institutionen Handels- och IT-högskolan, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-16946.
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The study explores the subjects of organizational change and management of intercultural teams. The goal of the study is to spread knowledge about how an intercultural team should be managed in order to assure the best possible success of an organizational change initiative. It has long been recognized that organizations constantly need to change in order to stay competitive. At the same time it has also been recognized that organizations today operate on the global arena with operations spread to many different parts of the world. It is thus important to understand how an intercultural team should be managed in order to assure the success of an organizational change initiative.The aim of this study has been to provide information and guidelines that may be used by academia as well as professionals to better understand how to manage an intercultural team that conducts an organizational change. A total of six different guidelines have been presented in this research - each one important in assuring an effective teamwork and a successful organizational change.The study has been conducted using a qualitative research approach and the method used for gathering data has been interviews as well as literature studies.Program: Magisterutbildning i informatik
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Gower, Tyrone. "Managing change : at an individual level". Master's thesis, University of Cape Town, 2006. http://hdl.handle.net/11427/5538.
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Includes bibliographical references (leaves 109-113).Dramatic organisational change appeared to negatively affect the social behaviour andwork performance of a particular team of individuals. Management intervention tosupport these individuals in this situation was not apparent. This study endeavoured toexplore how these individuals managed their personal situations within this changingenvironment, and uncover lessons to assist them to improve their personal changemanagement. This is a qualitative methodology research project based on a Systems Thinking andParticipant Action Research approach. The researcher reviewed change, management,and change management literature to establish; appropriate models to explore humansystem behaviour in a changing environment, and an appropriate research framework.
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Jones, Charles W. "Managing Change in the Sport Environment". Digital Commons @ East Tennessee State University, 2017. https://dc.etsu.edu/etsu-works/3963.
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Asquith, Andrew Richard. "Change management in local government : strategic change agents and organisational ownership". Thesis, Birmingham City University, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.385165.
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This thesis analyses strategic change management in English local government and suggests the most appropriate leadership and management approaches for achieving successful organisational change. Using a model of organic evolution, the research identifies and analyses three distinctive stages in the development of management systems and practices in local government. These stages can be identified as: traditional, corporate and strategic approaches. A sample of eight local authorities representing two from each of the major English authority types was selected. Extensive qualitative research enabled the classification of the authorities using the following typology: namely transactional, community leadership and business culture. Each type is representative of one of the three evolutionary stages. With reference to each of the identified three stages of evolutionary development, the role of the chief executive in each of the authorities in successfully managing change was assessed. The purpose is to establish which management type provided the most effective change management environment. This assessment took place on two levels. Firstly, the qualitative research addressed the perceptions of the chief executives' change management agenda on the part of the strategic actors on both sides of the managerial/political interface within each authority. They were identified as the chief executive, the chief officers and the leading elected members. These perceptions were then used to develop the management typology noted above. Following the development of the management typology, an extensive survey of the attitudes of both middle managers and street-level operatives towards the change management process was conducted in the eight local authorities. This quantitative research revealed the perceptions of those individuals on whom change has the greatest impact. Following the analysis of the data generated by both the qualitative and quantitative research, the most effective leadership and change management strategies for local government in England are suggested. The conclusion is therefore that the most effective model for change management for local government is a hybrid organisation combining strengths from two of the evolutionary management stages.
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Kozey, James M. "Managing global climate change, addressing climate change in Canadian organizations". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape4/PQDD_0017/MQ48239.pdf.
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Sarchet, Christopher. "Managing in the middle, the practice of managing change in English Universities". Thesis, University of Bedfordshire, 2009. http://hdl.handle.net/10547/134952.
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Higher Education Institutions are worth £45 billion to the UK economy, according to a report published in 2006 by Universities UK (UUK), the representative organization of the United Kingdom’s universities. The higher education sector has undergone considerable change with the introduction of the marketplace, tuition fees and business management structures and methods. Managing change as a middle manager is acknowledged to be important activity (see for example, Beer, Eisenstat and Spector, 1990) and yet there is a limited amount of empirically research that has been conducted to discover how change is managed in the higher education sector in England by these staff. This study explores the perceptions of higher education managers about their role in managing change in the higher education sector. It is an exploratory study based on thirty-one interviews with managers in nine universities from across the higher education sector in England. The universities were chosen to ensure there was a representative sample from the main groups within the sector and a geographical spread across the country’s regions. The literature review found a wide range of contrasting viewpoints that provided a myriad of support and confusing messages. There was a lack of information about how higher education managers manage and, in particular, how they manage change. Managers, and those who seek to help them, face challenges in seeking and providing guidance and improving practice. The middle manager has to manage change and use a variety of means to achieve it. They are caught in the middle between senior managers and staff and other stakeholders. They have primarily learned from experience but need support and guidance when they come across change projects of which they have no knowledge. This can be provided by access to case based practice and a network of experienced experts. This research recommends the creation of such support using new media available via the internet provided through professional associations such as the Association of University Administrators (AUA).
Książki na temat "Managing the change of ownership"
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Managing change. London: Kogan Page, 1995.
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Thorn, Jeremy G. Managing change. London: Industrial Society, 1986.
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Managing change. Wyd. 2. Basingstoke: Macmillan, 1998.
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Forsyth, Patrick. Managing change. London: Kogan Page, 2012.
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Mike, Calvert, Harvey Janet A i Cole Barbara, red. Managing change. Sheffield: Philip Armstrong Publications for The University of Sheffield School of Education, 2001.
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Managing change. London: Routledge, 1991.
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Burns, Paul. Managing change. Milton Keynes: 3i European Enterprise Centre, 1996.
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Robert, Heller. Managing change. New York, N.Y: DK Pub., 1998.
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Managing change. London: Dorling Kindersley, 1998.
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Waldorff, Susanne Boch, Anne Reff Pedersen, Louise Fitzgerald i Ewan Ferlie, red. Managing Change. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137518163.
Pełny tekst źródłaCzęści książek na temat "Managing the change of ownership"
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Onyango, E. "Managing livelihood in displacement: the politics of land ownership and embodied health and well-being by senior women in Kenya." W Gender, climate change and livelihoods: vulnerabilities and adaptations, 56–68. Wallingford: CABI, 2021. http://dx.doi.org/10.1079/9781789247053.0005.
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Abstract This chapter focuses on the interrelationships between land dispossession, climate variability, and the health and well-being of displaced senior women involved in care responsibilities for their offspring and grandchildren in Kenya. The chapter is divided into two sections: the first describes the history of the land tenure system in Kenya from the colonial to the post-independence eras, which exacerbated the land dispossession problem through forced evictions and displacement. Analyzing these historical processes is essential to addressing the causes of land injustice in Kenya, as well as to illustrating how these injustices continue to affect the health and well-being of senior women, which is the focus in the second section. Understanding these issues is important in tackling deprivations and vulnerability that women and children face, and for addressing deeper root causes of poverty.
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Cowan, Dave, Helen Carr i Alison Wallace. "Managing Shared Ownership". W Ownership, Narrative, Things, 99–126. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-59069-5_4.
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Harrison, Richard J., i Mario Caccamo. "Managing Data in Breeding, Selection and in Practice: A Hundred Year Problem That Requires a Rapid Solution". W Towards Responsible Plant Data Linkage: Data Challenges for Agricultural Research and Development, 37–64. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-13276-6_3.
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AbstractFollowing the rediscovery of Mendelian genetics, food supply pressures and the rapid expansion of crop varieties with defined performance characteristics, international systems were set up throughout the 20 C to regulate the trade of seed, the protection of intellectual property and the sale of productive varieties of key agricultural crops. These systems are a highly connected but largely linear set of processes. System changes are slow to be adopted due to the cascade of effects that structural alteration would have globally. Multi-omic technologies and the subsequent proliferation of data types used within modern breeding, offer the possibility to gain deeper insights into the performance characteristics of varieties. Current integration of data, standards and ownership structures limit their applications for wider purposes, both private and public. We explore how data within and between breeding programmes and the varietal approval and monitoring processes could be made FAIR. We examine what role expanded or aligned programmes of data collection and expanded trait evaluation at the point of varietal registration and evaluation, as well as on farm could have in ensuring the best linkage of public and private data to address some of the challenges society faces over the next 30 years with the required, rapid transition to sustainable agricultural systems.
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Aronoff, Craig E., i John L. Ward. "Managing the Insider-Outsider Dilemmas". W Family Business Ownership, 71–81. New York: Palgrave Macmillan US, 2011. http://dx.doi.org/10.1057/9780230116023_8.
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Stanley, David. "Managing Change". W Clinical Leadership in Nursing and Healthcare, 125–47. Chichester, UK: John Wiley & Sons, Ltd, 2017. http://dx.doi.org/10.1002/9781119253785.ch7.
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Eilon, Samuel. "Managing Change". W Management Strategies, 163–67. Boston, MA: Springer US, 1999. http://dx.doi.org/10.1007/978-1-4615-4585-9_14.
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Mumford, Enid. "Managing change". W Effective Systems Design and Requirements Analysis, 3–11. London: Macmillan Education UK, 1995. http://dx.doi.org/10.1007/978-1-349-13774-9_1.
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Stoehr, Thomas. "Managing Change". W Managing e-business Projects, 185–201. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56090-3_10.
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Mellis, Werner. "Managing Change". W Projektmanagement der SW-Entwicklung, 241–79. Wiesbaden: Vieweg+Teubner Verlag, 2004. http://dx.doi.org/10.1007/978-3-322-90665-6_9.
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Bowman, Cliff, i David Asch. "Managing change". W Strategic Management, 212–36. London: Macmillan Education UK, 1987. http://dx.doi.org/10.1007/978-1-349-18702-7_10.
Pełny tekst źródłaStreszczenia konferencji na temat "Managing the change of ownership"
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Li, Yanling, i Weston L. Baxter. "Proposing a Design for Tangibility Framework: A Digital Payments Case Study". W ASME 2019 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2019. http://dx.doi.org/10.1115/detc2019-97873.
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Abstract This research proposes a framework for designing tangibility into abstract interactions such as managing financial resources, health concerns and environmental impacts. A case study of the tangibility within cashless payments is presented, which adopted this framework to design, fabricate and test a tangible interaction in digital transactions. Digital transactions can significantly influence a consumer’s spending habits and decisions, commonly leading to increased expenditure compared to cash transactions. Several psychological mechanisms which influence conscientious spending due to differing payment methods were analyzed and employed to design a prototype incorporating a tangible interaction that is relevant to the consumer’s spending process. It is proposed that re-introducing tangibility into the payment process can increase one’s psychological ownership over their financial resources and purchased item, as well as the aversion towards paying. Results from the experiments show that the interaction enhances psychological ownership over digital currency but remain inconclusive on behavior change. The broader implications of enhancing tangibility for intangible objects is discussed.
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Baldwin, N. D. "Remediating Sellafield: A New Focus for the Site". W ASME 2003 9th International Conference on Radioactive Waste Management and Environmental Remediation. ASMEDC, 2003. http://dx.doi.org/10.1115/icem2003-4815.
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The structure of the ownership and management of nuclear liabilities on civil sites in the United Kingdom is undergoing fundamental change. The UK Government will take responsibility for the liabilities on the UKAEA, BNFL Sellafield and Capenhurst sites and the Magnox Generation sites. When fully implemented the accountability for long term strategy will rest with the new Government Nuclear Decommissioning Authority (NDA), and contracts will be placed on M&O contractors to manage the site and implement the liabilities discharge plans. At Sellafield whilst the commercial reprocessing and MOX contracts continue, it is clear that the overall focus of the site has changed to remediation. Until the NDA is established the task of undertaking the planning is the responsibility of BNFL. To address this task the Site Remediation Team has been established. The production of the Sellafield Lifecycle Baseline Plan requires the existing long term decommissioning and waste management plans (primarily produced for provisioning purposes) together with several other specific strategies to be combined and developed into a co-ordinated and optimised plan for the remediation of the Sellafield Site, recognising the ongoing reprocessing, MOX manufacture and long term fuel storage activities. An important principle within the plan is to achieve early hazard reduction whilst demonstrating value for money. The paper will address the scale of the remediation challenge and the process being followed to develop the necessary strategy. The paper will appeal to those involved in managing remediation of large, complex and interdependent nuclear sites.
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Cilliers, Elizelle Juanee. "Transdisciplinary planning approaches towards resilience". W 55th ISOCARP World Planning Congress, Beyond Metropolis, Jakarta-Bogor, Indonesia. ISOCARP, 2019. http://dx.doi.org/10.47472/afnr6129.
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Urban functions are no longer separated spatially or socially, and the contest between diverse land-uses is reaching a peak due to growing populations and increasing urbanization that inflates the pressure on already strained resources within the urban fabric. The trend of depletion of green spaces is an increasing global phenomenon, intensifying the growing carbon footprint, impairing water quality and compromising health and overall quality of life, ultimately leading to cities that are far removed from the safe, clean, and livable environments, as envisioned in planning theory. Green spaces are often viewed as a “luxury good”, despite the comprehensive literature on the extensive benefits of such spaces to their host cities and communities. Misconceptions relating to the notion of green spaces are reflected in the undervaluation of these spaces, under-prioritization in the budgeting process and ultimate negligence in terms of broader spatial planning approaches. The lack of function and ownership further exacerbate the social- and economic value of these green spaces, especially within the South African context, apparent by the disproval of the compensation hypothesis and rejection of the proximity principle. Much effort will be needed to change perceptions and sensitize decision-makers to understand green spaces as a “public good” and “economic asset”. Resilience thinking could pose solutions in this regard, drawing on transdisciplinary planning approaches to manage change and steer Spatial Planning towards the era of transurbanism. It would however, require the emancipation of the disciplinary identity of Spatial Planning as crucial driver towards resilience, departing from theoretical and methodological frames of supplementary disciplines, as well as the indigenous knowledge and living experiences of communities, to co-produce urban innovations. Conveying strategic and lateral thinking, contemporary Planners would need to become generative leaders, with socio-emotional intelligence, to generate innovation and co-create solutions for strained social contexts, for depleting scare resources, for managing change of contemporary urban landscapes.
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Barnett, M. D. "Managing change". W IEE Colloquium on Management and Engineering. IEE, 1997. http://dx.doi.org/10.1049/ic:19970044.
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Mbanefo, Maryrose. "Promoting Educational Resilience through Effective Strategic Planning of Students Learning Outcomes by Educational Institutions". W Tenth Pan-Commonwealth Forum on Open Learning. Commonwealth of Learning, 2022. http://dx.doi.org/10.56059/pcf10.4627.
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The paper examined the ways of promoting educational resilience through strategic planning of students learning outcomes by educational institutions management. Specifically, it investigated the extent management strategic planning operations can improve students learning outcomes, and promote educational resilience. Descriptive survey research design was used for the study, and it was carried out in National Open University of Nigeria with a population of 600 facilitators/ lectures in eight faculties. A sample of 60 lectures was purposefully selected from five faculties. A 16- items questionnaire and secondary data were used for data collection. The questionnaire was validated and trial tested to determine the reliability coefficient, which was 0.80. Mean and standard deviation were used to answer the two research questions. The findings revealed that management strategic planning operations can improve students learning outcomes to a high extent, such as: the institutions’ mission, vision, aspirations and objectives, core values, strengths, weaknesses, opportunities, and threats; strategies and operational tactics; evaluation and funding streams. It was also revealed that effective strategic planning of students learning outcomes can promote educational resilience to a very high extent, such as: creating an inclusive process (collaboration); having expectation for shared responsibility, taking ownership in managing, storing and securing data, consistency in motivating and building staff capacities, and commitment to making changes in organization for better options. The study gave the importance of Strategic planning in education amidst the past Covid-19 experiences; and the limitations of strategic planning in building educational resilience, these ranges from cultural, structural, managerial values, environmental, human resource capacity, management style, to inadequate strategy formulation and implementation of plans.
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Stunden, Ann. "Managing change (workshop)". W the 24th annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 1997. http://dx.doi.org/10.1145/262051.262053.
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ROSENFELD, ARTHUR H. "MANAGING CLIMATE CHANGE". W International Seminar on Nuclear War and Planetary Emergencies 38th Session. WORLD SCIENTIFIC, 2008. http://dx.doi.org/10.1142/9789812834645_0009.
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Wilsoncroft, Charles. "NEC3: Managing Change". W ASME 2009 12th International Conference on Environmental Remediation and Radioactive Waste Management. ASMEDC, 2009. http://dx.doi.org/10.1115/icem2009-16380.
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The Office of Government Commerce (OGC) has endorsed the use of NEC for all public sector contracts. The reason being is that it stimulates effective project management and enables the parties to manage risk and change more efficiently, which in turn serves to mitigate the cost and time effects of any risk event should it arise under the contract. In essence it facilitates a more collaborative working culture between the parties. The NEC3 contract is gaining in popularity and has been adopted for use in the decommissioning of nuclear power stations and the London Olympics, it also recently received support in the Tenth Special Report on Construction Matters by the House of Commons. It has strict time limits for the notification of compensation events as set out in the core clause 61.3 whereby the Contractor’s contract administration team needs to notify the project manager within an eight week period of becoming aware of the event. The contract also provides for an early warning procedure whereby the Contractor and the project manager will cooperate and proactively discuss how issues can be overcome in a collaborative manner. This NEC3 contract requires both the Contractor and the Employer to act positively and is welcomed as a possible solution to the entrenched disputes which have regularly occurred on major energy projects and if properly administered will hopefully result in an earlier and less fraught final account settlement process for both parties.
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Naseer, Muhammad Adil, Omran Ali Saabri i Mohamed Abdulla Shayea. "Leadership Development and Succession Management". W ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/210925-ms.
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Abstract This paper highlights the value of Leadership characteristics, practices and regular development process inleadership to make the leaders responsible and effective for the sustainability and continuous growth oforganization. Moreover, this paper also addresses the importance of Leadership successions plans andidentification of potential future leaders within organization and develop an environment for the potentialcandidatesto practicetheleadership on regularbasis. The key characteristic of Leaders is to take the responsibility and ownership of the task. Accordingly it is highly recommended not to manage the task but to lead the task as leadership calls for taking the responsibility to deliver, however managing the task will only be an authoritative action to work within identified boundaries following some finite process and guidelines. Working with fixed boundary limits never allow personnel to think out of the box, lead to employees mostly to think and work within an identified boundary limit with only following their managers’ instructions. With this attitude, employees work for their own self-interest in mind instead of working for the best interest of the company Continuous improvement in the effectiveness of Leadership is key to success. Leadership is defined as the management of a challenging situation with the responsibility to achieve desired objectives in a respectable manner. ADNOC initiative of Target Leadership Development Program was not only a combination of Leadership Development and Succession Management, but also the changed mindset of employees by giving them a push in the right direction with the below methodologies and adopt as True Leadership characteristics. -Take initiative, communication & encourage risk taking.-A vailability & listening capabilities.-Respect & Trust.-Grow a culture of recognition & celebrate success.-Empowerment & use the individual strengths of people.-Time & Energy Management towards desired objectives and prioritiesFigure 1Symbolic Difference between Managers & Leaders
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Macpherson, John, John de Wardt, Moray Laing i Nathan Zenero. "Data Ownership for Drilling Automation – Managing the Impact". W IADC/SPE Drilling Conference and Exhibition. Society of Petroleum Engineers, 2016. http://dx.doi.org/10.2118/178787-ms.
Pełny tekst źródłaRaporty organizacyjne na temat "Managing the change of ownership"
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Richanbach, Paul H., i Frederick R. Riddell. Strategic Management: Managing Change by Managing Participation. Fort Belvoir, VA: Defense Technical Information Center, maj 1993. http://dx.doi.org/10.21236/ada265796.
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Sorbello, Kevin M. Managing the Dynamics of Change. Fort Belvoir, VA: Defense Technical Information Center, luty 1999. http://dx.doi.org/10.21236/ada363208.
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Dzebo, Adis, i Kevin M. Adams. The coffee supply chain illustrates transboundary climate risks: Insights on governance pathways. Stockholm Environment Institute, kwiecień 2022. http://dx.doi.org/10.51414/sei2022.002.
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The interconnections between countries in a globalizing world continue to deepen and are central to the modern international economy. Yet, governance efforts to build resilience to the adverse risks and impacts of climate change are highly fragmented and have not sufficiently focused on these international dimensions. Relationships between people, ecosystems and economies across borders change the scope and nature of the climate adaptation challenge and generate climate risks that are transboundary (Challinor et al., 2017). Climate impacts in one country can create risks and opportunities – and therefore may require adaptation – in other countries, due to cross-border connectivity within regions and globally (Hedlund et al., 2018). These Transboundary Climate Risks (TCRs) may develop in one location remote from the location of their origin. This dynamic necessitates examining the governance structures for managing climate change adaptation. For example, with regard to trade and international supply chains, climate change impacts in one location can disrupt local economies and vulnerable people’s livelihoods, while also affecting the price, quality and availability of goods and services on international markets (Benzie et al., 2018). Coffee is one of the most traded commodities in the world with an immensely globalized supply chain. The global coffee sector involves more than 100 million people in over 80 countries. Coffee production and the livelihoods of smallholder coffee farmers around the world are at risk due to climate change, threatening to disrupt one of the world’s largest agricultural supply chains. The coffee supply chain represents an important arena for public and private actors to negotiate how resource flows should be governed and climate risks should be managed. Currently, neither governments nor private sector actors are sufficiently addressing TCRs (Benzie & Harris, 2020) and no clear mandates exist for actors to take ownership of this issue. Furthermore, the United Nations Framework Convention on Climate Change (UNFCCC), the main body for climate change policy and governance, does not provide any coherent recommendations on how to manage TCRs. This governance gap raises questions about what methods are likely to effectively reduce climate risk and be taken seriously by coffee market stakeholders. This policy brief explores different ways to govern TCRs, and how public and private actors view their effectiveness and legitimacy. Focusing on the Brazilian-German coffee supply chain, the brief presents a deductive framework of five governance pathways through which TCRs could be managed. It is based on 41 semi-structured interviews with 65 Brazilian and German public and private experts, including roasters, traders, cooperatives, associations and certification schemes, as well as government ministries, international development agencies, international organizations and civil society representatives.
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Carpenter, Eugene M. Ownership change and timber supply on nonindustrial private forestland. St. Paul, MN: U.S. Department of Agriculture, Forest Service, North Central Forest Experiment Station, 1985. http://dx.doi.org/10.2737/nc-rp-265.
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Mahat, Marian, i Wesley Imms. Managing Change in Innovative Learning Environments: Facilitator Guide. University of Melbourne, 2020. http://dx.doi.org/10.46580/124322.
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Sutton, Jr, Heimbigner Stanley M., Osterweil Dennis i Leon J. Programmable Relations for Managing Change During Software Development. Fort Belvoir, VA: Defense Technical Information Center, wrzesień 1988. http://dx.doi.org/10.21236/ada631498.
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Hendershott, Patric. Home Ownership and Real House Prices: Sources of Change, 1965-85. Cambridge, MA: National Bureau of Economic Research, maj 1987. http://dx.doi.org/10.3386/w2245.
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Harris, Matthew. Responsible Pet Ownership: Dog Parks and Demographic Change in Portland, Oregon. Portland State University Library, styczeń 2000. http://dx.doi.org/10.15760/etd.6039.
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Gobster, Paul H., i Robert G. Haight. From landscapes to lots: understanding and managing Midwestern landscape change. St. Paul, MN: U.S. Department of Agriculture, Forest Service, North Central Research Station, 2004. http://dx.doi.org/10.2737/nc-gtr-245.
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Boff, Kenneth R. Understanding and Managing Causality of Change in Socio-Technical Systems II. Fort Belvoir, VA: Defense Technical Information Center, styczeń 2011. http://dx.doi.org/10.21236/ada535788.
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