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Готові списки джерел за темами / Corporate complexity / Книги

Книги з теми "Corporate complexity"

Щоб переглянути інші типи публікацій з цієї теми, перейдіть за посиланням: Corporate complexity.

Автор: Grafiati

Опубліковано: 10 грудня 2022

Оновлено: 28 січня 2023

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1

Christensen, Lars Thøger. Corporate communications: Convention, complexity, and critique. Los Angeles: Sage Publications, 2008.

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2

Christensen, Lars Thøger. Corporate communications: Convention, complexity, and critique. Los Angeles: Sage Publications, 2008.

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3

Wolfgang, Amann, Maznevski Martha L, and Steger Ulrich, eds. Managing complexity in global organizations. Chichester, England: John Wiley & Sons, 2007.

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4

Stacey, Ralph D. Complexity and the experience of values, conflict and compromise in organizations. London: Routledge, 2008.

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5

D, Stacey Ralph, and Griffin Douglas 1946-, eds. Complexity and the experience of values, conflict, and compromise in organizations. New York, NY: Routledge, 2008.

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6

Sifonis, John G. Corporation on a tightrope: Balancing leadership, governance, and technology in an age of complexity. New York: Oxford University Press, 1996.

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7

Governance: Bewältigung von Komplexität in Wirtschaft, Gesellschaft, und Politik. Frankfurt am Main: P. Lang, 2009.

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8

Monks, Robert A. G. The Emperorʼs nightingale: Restoring the integrity of the corporation in the age of shareholder activism. Reading, Mass: Addison-Wesley, 1998.

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9

Mackay, Andrew. Behavioural conflict: From general to strategic corporal : complexity, adaptation and influence. Shrivenham, England: Defence Academy of the United Kingdom, 2009.

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10

Mackay, Andrew. Behavioural conflict: From general to strategic corporal : complexity, adaptation and influence. Shrivenham, England: Defence Academy of the United Kingdom, 2009.

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11

Al-Hawamdeh, Ahmed, Iris Hse-Yu Chiu, Eve Mitleton-Kelly, Christine Mallin, and Marc Goergen. Corporate Governance and Complexity Theory. Elgar Publishing Limited, Edward, 2010.

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12

Mallin, C., M. Goergen, E. Mitleton-Kelly, A. Al-Hawamdeh, and I. H. y. Chiu. Corporate Governance and Complexity Theory. Elgar Publishing Limited, Edward, 2010.

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13

Corporate Governance And Complexity Theory. Edward Elgar Publishing, 2010.

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14

Christensen, Lars Thøger, Mette Morsing, and George Cheney. Corporate Communications: Convention, Complexity and Critique. SAGE Publications, Limited, 2009.

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15

Christensen, Lars Thoger, Mette Morsing, and George Cheney. Corporate Communications: Convention, Complexity and Critique. Sage Publications Ltd, 2008.

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16

Christensen, Lars Thoger, Mette Morsing, and George Cheney. Corporate Communications: Convention, Complexity and Critique. Sage Publications Ltd, 2008.

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17

Cultural Complexity in Organizations: Inherent Contrasts and Contradictions. Sage Publications, Inc, 1997.

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18

Cultural complexity in organizations: Inherent contrasts and contradictions. Thousand Oaks: Sage Publications, 1997.

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19

Cultural Complexity in Organizations: Inherent Contrasts and Contradictions. Sage Publications, Inc, 1997.

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20

The Right Corporate Governance: Effective Top Management for Mastering Complexity. Campus Verlag, 2012.

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21

Complexity and the Experience of Values, Conflict and Compromise (Routledge Studies in Complexity and Management). Routledge, 2008.

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22

Untals, Martins. Invisible Complexity: The World of Corporate Technology Choices, Misunderstandings, and Hidden Costs. Independently Published, 2021.

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23

Complexity and the Experience of Values, Conflict and Compromise in Organizations. Taylor & Francis Group, 2014.

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24

Stacey, Ralph, and Douglas Griffin. Complexity and the Experience of Values, Conflict and Compromise in Organizations. Taylor & Francis Group, 2008.

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25

Stacey, Ralph, and Douglas Griffin. Complexity and the Experience of Values, Conflict and Compromise in Organizations. Taylor & Francis Group, 2008.

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26

From Complexity to Simplicity: Unleash Your Organisation's Potential. Palgrave Macmillan, 2012.

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27

Jay, M., and S. Collinson. From Complexity to Simplicity: Unleash Your Organisation's Potential. Palgrave Macmillan, 2016.

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28

Jay, M., and S. Collinson. From Complexity to Simplicity: Unleash Your Organisation's Potential. Palgrave Macmillan, 2012.

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29

D, Stacey Ralph, and Griffin Douglas 1946-, eds. Complexity and the experience of values, conflict, and compromise in organizations. New York, NY: Routledge, 2008.

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30

Goldberg, Beverly, and John G. Sifonis. Corporation on a Tightrope: Balancing Leadership, Governance, and Technology in an Age of Complexity. Oxford University Press, 1996.

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31

Streatfield, Phi. The Paradox of Control in Organizations (Complexity and Emergence in Organizations). Routledge, 2001.

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32

The Paradox of Control in Organizations (Complexity and Emergence in Organizations). Routledge, 2001.

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33

Monks, Robert A. G. Emperor's Nightingale: How the Emerging Dynamics of Corporate Complexity Will Restore Life in the New Millennium. Wiley & Sons, Incorporated, John, 2005.

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34

Mowles, Chris. Managing in Uncertainty: Complexity and the Paradoxes of Everyday Organizational Life. Taylor & Francis Group, 2015.

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35

Mowles, Chris. Managing in Uncertainty: Complexity and the Paradoxes of Everyday Organizational Life. Taylor & Francis Group, 2015.

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36

Mowles, Chris. Managing in Uncertainty: Complexity and the Paradoxes of Everyday Organizational Life. Taylor & Francis Group, 2015.

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37

Mowles, Chris. Managing in Uncertainty: The Complexity, Ambiguity and Paradox of Everyday Organizational Life. Taylor & Francis Group, 2015.

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38

Managing in Uncertainty: The Complexity, Ambiguity and Paradox of Everyday Organizational Life. Taylor & Francis Group, 2015.

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39

(Foreword), Dean LeBaron, ed. The Emperor's Nightingale. Capstone Publishing Ltd, 1998.

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40

The Emperor's Nightingale: Restoring the Integrity of the Corporation in the Age of Shareholder Activism. Addison Wesley Publishing Company, 1999.

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41

Wagenaar, Hendrik, and Barbara Prainsack. The Pandemic Within. Policy Press, 2021. http://dx.doi.org/10.1332/policypress/9781447362234.001.0001.

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COVID-19 has exposed the defects of our current political-economic order: extreme inequalities, an ideology-driven government, a greedy corporate sector, a precarious labour force and a looming climate catastrophe. This book focuses on two characteristics of contemporary societies - hegemony and complexity - that have inhibited our ability to imagine, and take seriously, better policy practices and institutions. It describes utopian reimaging as a systematic method to overcome these predicaments. Covering social infrastructure, housing, work, governance, corporate responsibility, finance, and climate change, the book outlines feasible and pragmatic solutions which are informed by a comprehensive vision of a flourishing, sustainable richly democratic society for our post-COVID world.

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42

Deng, Xiaohu. Livestock. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190656010.003.0010.

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The exponential population growth rate is increasingly straining the supply of food and resources. Meat is a key component in the diet of many global cultures. The increase in demand for meat has shifted production from small farms and ranches to large corporate livestock production facilities. The complexity of the livestock industry and production processes has increased the need to manage the financial risk associated with raising the various types of livestock, such as feeder cattle, live cattle, and lean hogs, and the processing, packaging, and distribution of livestock products. The Chicago Mercantile Exchange has created an array of financial futures and options to assist livestock producers and processors with their price risk management needs.

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43

Empson, Laura. Leadership Evolution. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198744788.003.0008.

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How does the locus of power shift around a professional organization as it grows, and what are the implications for leadership? This chapter presents a multi-stage model of evolutionary and revolutionary growth in professional organizations from Founder-focused to Collegial, from Committee-based to Delegated, from Federated to Corporate. It shows how, as a professional organization increases in size and complexity over time, unresolved governance problems may precipitate organizational crises which can in turn lead to dramatic shifts in the locus of power. It explains the complex and messy reality of leadership in professional organizations, emphasizing the crises and reversals that can occur during aborted attempts at governance change. It emphasizes how leaders need to be sensitive to the consequences of these changes, and explores how they can adapt their approach to leadership accordingly.

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44

Tracey, Paul, and W. E. Douglas Creed. Beyond Managerial Dilemmas. Edited by Wendy K. Smith, Marianne W. Lewis, Paula Jarzabkowski, and Ann Langley. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198754428.013.9.

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This chapter makes the case that institutional and paradox theorists should consider problems stretching beyond managerial concerns and corporate performance to focus attention on the paradoxes that characterize the most deep-rooted and contentious social issues facing societies and economies, suggesting a switch from organizational to institutional paradoxes. To illustrate, two vignettes are described—one focused on the legacy of the University of Georgetown’s slave-trading past, the other on the identity challenges faced by working-class people attending Cambridge University. Drawing from these vignettes, three sets of theoretical insights are presented which are fundamental to institutional paradox: that institutional paradoxes may be rooted in a desire for legitimacy; that temporality is a dynamic at the core of institutional paradox; and that the metaphor of multiple interconnected fault lines better captures the complexity inherent in paradox at the institutional level than the metaphor of dualities.

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45

Tomlinson, Kathryn. Oil and Gas Companies and the Management of Social and Environmental Impacts and Issues. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198817369.003.0020.

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This chapter provides an overview of social and environmental performance and management practices in the oil and gas industries, outlining the evolution of international companies’ approaches over the last twenty years within the wider extractive industries context. The chapter reviews what social and environmental management amongst such companies means in practice, and highlights some of the unresolved issues emerging. While most companies now model their approach to social and environmental management on international norms, they face a variety of drivers to their practices. These range from complying with international standards in order to gain access to finance, to complying with new host country legislation and regulation, and gaining and maintaining a good reputation and a ‘social licence to operate’. This chapter argues that the complexity of these drivers problematizes the portrayal of the industry’s social and environmental performance as ‘voluntary’ corporate social responsibility, and renders the latter term somewhat misleading.

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46

Crane, Andrew, Abagail McWilliams, Dirk Matten, Jeremy Moon, and Donald S. Siegel. Conclusion. Edited by Andrew Crane, Dirk Matten, Abagail McWilliams, Jeremy Moon, and Donald S. Siegel. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199211593.003.0028.

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As a field of inquiry, corporate social responsibility (CSR) is still in an embryonic stage. The study of CSR has been hampered by a lack of consensus on the definition of the phenomenon, unifying theory, measures, and unsophisticated empirical methods. Globalization has also added to the complexity of CSR issues to be addressed. Despite these concerns, there is still some excellent research on this topic, which has been gathered in this volume. Specifically, this volume contains findings from numerous experts in a wide variety of social science disciplines and fields in business administration, who have summarized the body of CSR literature and also outlined an agenda for additional research. It is important to note that CSR practices and product features are not always totally transparent and observable to the consumer and other stakeholders. This makes it difficult for consumers and other stakeholders to evaluate the firm's social performance.

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47

Thynne, Ian. Fundamentals of Government Structure: Alignments of Organizations at and Beyond the Center of Power. Oxford University Press, 2018. http://dx.doi.org/10.1093/acrefore/9780190228637.013.128.

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The structure of government is fundamentally a matter of multiple alignments of organizations and power involving politics, policy, administration, management, governance, and law. The alignments vary significantly, with numerous conflations of form and function. At the center of power, under immediate executive control and legislative oversight, policy and administration occurs in ministries and departments for which members of the executive are directly responsible. Beyond the center of power, with varying degrees of distance from executive control and legislative oversight, the interplay of policy, administration and management happens in an array of organizations as executive agencies and corporate entities with diffuse executive responsibility. In all alignments, the synthesis of networks and undertaking of reviews are essential, encompassing politics, policy, administration, management, governance, law, and judicial intervention of varying nature and consequence. The situation overall is one of complexity and diversity, requiring acute understanding and strategic action in response to the demands of continuity and change in the conduct of public affairs.

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48

Harris, Andrea. Making an American Ballet Institution in the Cultural Cold War in Europe. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780199342235.003.0008.

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Chapter 4 examines the circumstances leading to the final success of Lincoln Kirstein’s American ballet in 1963, when Ford Foundation philanthropy made George Balanchine’s neoclassicism a national institution and a national style. Examining the New York City Ballet’s cultural diplomacy activities, it illustrates the advantageous position that Balanchine attained within the alliances between the government, private and corporate foundations, and the arts that developed in the cultural Cold War. Yet the chapter stresses the complexity of the collaboration between the ballet company and the government, insisting that the artists often had very different political motivations than the state. A main concern is how the belief in the social efficacy of art, nurtured in the 1930s, was affected by the transformational shift in arts funding, organization, and management that arose during the Cold War. This chapter concludes by raising questions about the consequences of the post-WWII institutionalization of the arts for the political agendas of the 1930s-era modernists.

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49

Iordanou, Ioanna. Venice's Secret Service. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780198791317.001.0001.

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According to conventional wisdom, systematized intelligence and espionage are ‘modern’ phenomena. This book overturns this academic orthodoxy, recounting the arresting story of the world’s earliest centrally organized state intelligence organization, created in Renaissance Venice. Headed by the infamous Council of Ten, Renaissance Venice’s intelligence service resembled a public sector institution that operated with remarkable corporate-like complexity and maturity, serving prominent intelligence functions, which included operations (intelligence and covert action), analysis, cryptography, steganography, cryptanalysis, and even the development of lethal substances such as poison. The book details Renaissance Venice’s systematic attempts to organize and manage a central intelligence service made up of innumerable state servants, official informants, and amateur spies, who, dispatched across Europe, Anatolia, and Northern Africa, conducted Venice’s stealthy intelligence operations. Exploring secrecy as a vehicle of knowledge exchange that fostered identities, alliances, and divisions, the book also reveals Venice’s fabled department of professional cryptology, and recounts some of the extraordinary measures deployed by the Venetian authorities in their ongoing effort to maintain the security of the Venetian state. These included tortures, assassinations, and chemical warfare. Overall, the book not only reveals a plethora of secrets, their keepers, and their seekers but explores the social and managerial processes that enabled their existence and furnished the foundation for an extraordinary intelligence organization. For this reason, Renaissance Venice’s central intelligence apparatus is explored and analysed as an organization rather than as the capricious intelligence enterprise of a group of state dignitaries, as was the case for other Italian and European states.

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50

Gorman, Sara E., and Jack M. Gorman. Denying to the Grave. Oxford University Press, 2016. http://dx.doi.org/10.1093/oso/9780199396603.001.0001.

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Why do some parents refuse to vaccinate their children? Why do some people keep guns at home, despite scientific evidence of risk to their family members? And why do people use antibiotics for illnesses they cannot possibly alleviate? When it comes to health, many people insist that science is wrong, that the evidence is incomplete, and that unidentified hazards lurk everywhere. In Denying to the Grave, Gorman and Gorman, a father-daughter team, explore the psychology of health science denial. Using several examples of such denial as test cases, they propose six key principles that may lead individuals to reject "accepted" health-related wisdom: the charismatic leader; fear of complexity; confirmation bias and the internet; fear of corporate and government conspiracies; causality and filling the ignorance gap; and the nature of risk prediction. The authors argue that the health sciences are especially vulnerable to our innate resistance to integrate new concepts with pre-existing beliefs. This psychological difficulty of incorporating new information is on the cutting edge of neuroscience research, as scientists continue to identify brain responses to new information that reveal deep-seated, innate discomfort with changing our minds. Denying to the Grave explores risk theory and how people make decisions about what is best for them and their loved ones, in an effort to better understand how people think when faced with significant health decisions. This book points the way to a new and important understanding of how science should be conveyed to the public in order to save lives with existing knowledge and technology.

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