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The Academy of Management is proud to announce the inaugural volume of The Academy of Management Annals. This exciting new series follows one guiding principle: The advancement of knowledge is possible only by conducting a thorough examination of what is known and unknown in a given field. Such assessments can be accomplished through comprehensive, critical reviews of the literature--crafted by informed scholars who determine when a line of inquiry has gone astray, and how to steer the research back onto the proper path. The Academy of Management Annals provide just such essential reviews. Written by leading management scholars, the reviews are invaluable for ensuring the timeliness of advanced courses, for designing new investigative approaches, and for identifying faulty methodological or conceptual assumptions. The Annals strive each year to synthesize a vast array of primary research, recognizing past principal contributions while illuminating potential future avenues of inquiry. Volume 1 of the Annals explores a wide spectrum of research: corporate control; nonstandard employment; critical management; physical work environments; public administration team learning; emotions in organizations; leadership and health care; creativity at work; business and the environment; and bias in performance appraisals. Ultimately, academic scholars in management and allied fields (e.g., sociology of organizations and organizational psychology) will see The Academy of Management Annals as a valuable resource to turn to for comprehensive, up-to-date information--published in a single volume every year by the preeminent association for management research.
George Bernard Shaw once said that reasonable people adapt themselves to the world but unreasonable people adapt the world to themselves. In a sense, this book explores how these so-called ‘unreasonable people’ may interact to re-fashion the world around them in fragile economic development. Drawing on empirical research in the volatile and traditional context of Afghanistan, the study investigates the challenge of poor women’s participation in business and diverse outcomes for local development. Institutional Innovation and Change in Value Chain Development takes a unique look at nuanced institutional phenomena through the lens of social institutions, with a subtle appreciation of the interaction of structure and agency. Drawing on in-depth qualitative research in Afghanistan, the case studies specifically investigate the transformation of the women’s norm of purdah, and the subsequent development of new market institutions in three women’s enterprises. Shedding new light on the opaque process of institutional change, the research shows that external actors (such as NGOs) can both initiate and guide institutional development in fragile environments. Yet there may be limitations to their endeavours, with strong resistance from local power holders. Meanwhile, dominant entrepreneurs are shown to play a major role in fostering institutional development pathways. This influences the scope of inclusion and exclusion in enterprise and value chains, and broader streams of socio-economic development.
In recent years Business Schools have been the fastest growning part of the higher education system. This book assesses this development, and articulates a forward looking research agenda on the study of business schools as institutions.
Presents an analysis of how thinking on strategy has evolved and what are the likely developments. This work includes chapters on six key areas: Approaches to Strategy, Strategic Analysis and Formulation, Corporate Strategy; International Strategy; Strategies of Organizational Change; and Strategic Flexibility and Uncertainty.
How have EU-level actors responded to the increase in salience and contestation across the member states? This volume explores and explains the actors’ strategic responses and emphasises that domestic pressure has triggered both depoliticisation and politicisation. Long gone are the times when EU decisions left citizens indifferent, and when the supranational was largely irrelevant for public opinion and electoral politics across the member states. Instead, a string of existential crises has struck and unsettled the Union over more than a decade. These crises have politicised Europe, tested the endurance of the supranational system to its core, and put EU-level actors under unprecedented pressure. This volume explores how and why EU-level actors respond to the various, sometimes competing, ‘bottom-up’ demands, and challenges the view that domestic contestation necessarily limits EU-level room for manoeuvre. Instead, contributions show that domestic pressure can be perceived as either constraining or enabling, with responses, therefore, ranging from the restrained to the assertive. Driven by the survival of the Union, by the preservation of their own powers, and by different perceptions of domestic demands, actors will choose to politicise or depoliticise decision-making, behaviour, and policy outcomes at the supranational level. The volume concludes that whilst domestic pressure triggers supranational responses, such responses should not be assumed to be restraining; they may equally be empowering including for European integration itself. The chapters in this book were originally published as a special issue of the Journal of European Public Policy.
In the 1970's, an “age of affluence” ended abruptly in Canada, Great Britain, and the United States. Skyrocketing inflation, persistent unemployment, and sluggish growth became new, oppressive realities for government and citizens alike. This book examines the changes that occurred in economic policymaking on the governmental level and the public's response to such changes. This timely collection of essays sheds light on the political economy of three of the world's oldest democracies in an era of economic distress and uncertainty.
Different international relations theorists have studied political change, but all fall short of sufficiently integrating human reactions, feelings, and responses to change in their theories. This book adds a social psychological component to the analysis of why nations, politically organized groups, or states enter into armed conflict. The Disequilibrium, Polarization, and Crisis Model is introduced, which draws from prospect theory, realism, liberalism, and constructivism. The theory considers how humans react and respond to change in their social, political, and economic environment. Three case studies, the U.S. Civil War, the Yugoslav Wars (1991-1995), and the First World War are applied to illustrate the model’s six process stages: status quo, change creating shifts that lead to disequilibrium, realization of loss, hanging on to the old status quo, emergence of a rigid system, and risky decisions leading to violence and war.
Why did the European Union experience a stark variation in the levels of conflict between the late 1970s, when budgetary disputes dominated European politics, and the 1990s, when political actors were able to settle upon budgetary agreements without major conflicts? This book responds to this key question with a two-step argument: Its first part shows that decision-making rules can be regarded as a key determinant of the level of conflict in EU budgetary politics. It details far-reaching reform in 1988 reduced conflict, because it introduced an institutional setting for multiannual budget planning that corrected the deficiencies of the original budget treaty. Having identified institutional change as the trigger for the reduction of conflict, the second part of this study focuses on the 1988 reform. It shows how a number of ‘reproduction mechanisms’ prevented major institutional change in the 1970s and early 1980s. When these ‘reproduction mechanisms’ lost force, a reform became possible and a new institutional setting emerged in 1988. These findings deliver a sharp insight into the interplay between rules and conflict in the still evolving political system of the EU. Moreover, by identifying precise conditions for the occurrence of institutional change, and by linking political performance of institutions to their stability this is a significant contribution to institutionalist research in social science. This book is an excellent resource for students and scholars of the European Union, Political Science, International Relations, Public Policy and Public Finance.
Covers critical issues in the effective management of human resources, which can be used for class discussions, or be given as homework problems, or used as essay questions on tests.