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An examination of why NGOs often experience difficulty creating lasting change, with case studies of transnational conservation organizations in Southeast Asia and the Pacific. Why do nongovernmental organizations face difficulty creating lasting change? How can they be more effective? In this book, Cristina Balboa examines NGO authority, capacity, and accountability to propose that a “paradox of scale” is a primary barrier to NGO effectiveness. This paradox—when what gives an NGO authority on one scale also weakens its authority on another scale—helps explain how NGOs can be seen as an authority on particular causes on a global scale, but then fail to effect change at the local level. Drawing on case studies of transnational conservation organizations in Southeast Asia and the Pacific, The Paradox of Scale explores how NGOs build, maintain, and lose authority over time. Balboa sets a new research agenda for the study of governance, offering practical concepts and analysis to help NGO practitioners. She introduces the concept of authority as a form of legitimated power, explaining why it is necessary for NGOs to build authority at multiple scales when they create, implement, or enforce rules. Examining the experiences of Conservation International in Papua New Guinea, International Marinelife Alliance in the Philippines, and the Community Conservation Network in Palau, Balboa explains how a paradox of scale can develop even for those NGOs that seem powerful and effective. Interdisciplinary in its approach, The Paradox of Scaleoffers guidance for interpreting the actions and pressures accompanying work with NGOs, showing why even the most authoritative NGOs often struggle to make a lasting impact.
An examination of why NGOs often experience difficulty creating lasting change, with case studies of transnational conservation organizations in Southeast Asia and the Pacific. Why do nongovernmental organizations face difficulty creating lasting change? How can they be more effective? In this book, Cristina Balboa examines NGO authority, capacity, and accountability to propose that a “paradox of scale” is a primary barrier to NGO effectiveness. This paradox—when what gives an NGO authority on one scale also weakens its authority on another scale—helps explain how NGOs can be seen as an authority on particular causes on a global scale, but then fail to effect change at the local level. Drawing on case studies of transnational conservation organizations in Southeast Asia and the Pacific, The Paradox of Scale explores how NGOs build, maintain, and lose authority over time. Balboa sets a new research agenda for the study of governance, offering practical concepts and analysis to help NGO practitioners. She introduces the concept of authority as a form of legitimated power, explaining why it is necessary for NGOs to build authority at multiple scales when they create, implement, or enforce rules. Examining the experiences of Conservation International in Papua New Guinea, International Marinelife Alliance in the Philippines, and the Community Conservation Network in Palau, Balboa explains how a paradox of scale can develop even for those NGOs that seem powerful and effective. Interdisciplinary in its approach, The Paradox of Scale offers guidance for interpreting the actions and pressures accompanying work with NGOs, showing why even the most authoritative NGOs often struggle to make a lasting impact.
According to Infosys, 86% of consumers surveyed indicated that personalized content has some impact on what they purchase and 25% said that personalization plays a large role in their purchases. And yet, looking at the data, two things stand out: Most companies say that personalizing the customer experience is a critical "must have," and they have the statistics to back it up. Very few companies believe they are delivering enough personalized content, or deliver it well. What's holding these companies back from their personalization goals? And how can you avoid the pitfalls and make personalization possible with your own enterprise content? In this book, global content strategy expert Val Swisher and senior content strategist Regina Lynn Preciado show you exactly what it takes to deliver personalized experiences at scale. You'll learn: Why personalized content is imperative to the enterprise Why so many companies fail to deliver - and how to avoid the pitfalls The five dimensions of content standardization How to bring people, technology, and process together The impact of big data and artificial intelligence The only way to deliver personalized content at scale is to automate the process at the point of delivery. And for that to work, you've got to change how you "do" content. The Personalization Paradox: Why Companies Fail (and How to Succeed) at Delivering Personalized Experiences at Scale shows you how.
The PR Paradox by Matias Rodsevich is a must-read for startups and scale-ups that are looking to establish and elevate their presence in the saturated tech market. Essentially "a public relations handbook", it is one of the best PR books and a complete guide on the creative foundation of their own PR strategy in a cost-effective and timely manner, to achieve growth-driven integrated solutions. The book offers exclusive insights into the modern PR practice, including tangible advice from renowned PR professionals, and provides real-time solutions on how to achieve significant PR results that will boost business growth in a cost and time effective manner. Unlike other PR books, The PR Paradox acts as a hands-on strategic guide for small businesses to achieve their goal implementing a practical and cost-effective PR strategy. Written for those who are interested in or just starting out in PR, the lessons and examples collected are both entertaining and informative. Readers can expect to take away from The PR Paradox key learnings that will give the initiate a leg up in the frantically paced world of PR.
Whether we're buying a pair of jeans, ordering a cup of coffee, selecting a long-distance carrier, applying to college, choosing a doctor, or setting up a 401(k), everyday decisions—both big and small—have become increasingly complex due to the overwhelming abundance of choice with which we are presented. As Americans, we assume that more choice means better options and greater satisfaction. But beware of excessive choice: choice overload can make you question the decisions you make before you even make them, it can set you up for unrealistically high expectations, and it can make you blame yourself for any and all failures. In the long run, this can lead to decision-making paralysis, anxiety, and perpetual stress. And, in a culture that tells us that there is no excuse for falling short of perfection when your options are limitless, too much choice can lead to clinical depression. In The Paradox of Choice, Barry Schwartz explains at what point choice—the hallmark of individual freedom and self-determination that we so cherish—becomes detrimental to our psychological and emotional well-being. In accessible, engaging, and anecdotal prose, Schwartz shows how the dramatic explosion in choice—from the mundane to the profound challenges of balancing career, family, and individual needs—has paradoxically become a problem instead of a solution. Schwartz also shows how our obsession with choice encourages us to seek that which makes us feel worse. By synthesizing current research in the social sciences, Schwartz makes the counter intuitive case that eliminating choices can greatly reduce the stress, anxiety, and busyness of our lives. He offers eleven practical steps on how to limit choices to a manageable number, have the discipline to focus on those that are important and ignore the rest, and ultimately derive greater satisfaction from the choices you have to make.
A radical new approach to tackling the growing threat of water scarcity Water is essential to life, yet humankind’s relationship with water is complex. For millennia, we have perceived it as abundant and easily accessible. But water shortages are fast becoming a persistent reality for all nations, rich and poor. With demand outstripping supply, a global water crisis is imminent. In this trenchant critique of current water policies and practices, Edward Barbier argues that our water crisis is as much a failure of water management as it is a result of scarcity. Outdated governance structures and institutions, combined with continual underpricing, have perpetuated the overuse and undervaluation of water and disincentivized much-needed technological innovation. As a result “water grabbing” is on the rise, and cooperation to resolve these disputes is increasingly fraught. Barbier draws on evidence from countries across the globe to show the scale of the problem, and outlines the policy and management solutions needed to avert this crisis.
In The Platform Paradox, Wharton professor Mauro F. Guillén argues that many platforms misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics. He offers an integrated framework for digital platforms to identify and implement a strategy on a truly global scale.
The driving cultural force of that form of life we call ‘modern’ is the desire to make the world controllable. Yet it is only in encountering the uncontrollable that we really experience the world – only then do we feel touched, moved and alive. A world that is fully known, in which everything has been planned and mastered, would be a dead world. Our lives are played out on the border between what we can control and that which lies outside our control. But because we late-modern human beings seek to make the world controllable, we tend to encounter the world as a series of objects that we have to conquer, master or exploit. And precisely because of this, ‘life,’ the experience of feeling alive and truly encountering the world, always seems to elude us. This in turn leads to frustration, anger and even despair, which then manifest themselves in, among other things, acts of impotent political aggression. For Rosa, to encounter the world and achieve resonance with it requires us to be open to that which extends beyond our control. The outcome of this process cannot be predicted, and this is why moments of resonance are always concomitant with moments of uncontrollability. This short book – the sequel to Rosa’s path-breaking work on social acceleration and resonance – will be of great interest students and scholars in sociology and the social sciences and to anyone concerned with the nature of modern social life.
The Land of Too Much presents a simple but powerful hypothesis that addresses three questions: Why does the United States have more poverty than any other developed country? Why did it experience an attack on state intervention starting in the 1980s, known today as the neoliberal revolution? And why did it recently suffer the greatest economic meltdown in seventy-five years? Although the United States is often considered a liberal, laissez-faire state, Monica Prasad marshals convincing evidence to the contrary. Indeed, she argues that a strong tradition of government intervention undermined the development of a European-style welfare state. The demand-side theory of comparative political economy she develops here explains how and why this happened. Her argument begins in the late nineteenth century, when America’s explosive economic growth overwhelmed world markets, causing price declines everywhere. While European countries adopted protectionist policies in response, in the United States lower prices spurred an agrarian movement that rearranged the political landscape. The federal government instituted progressive taxation and a series of strict financial regulations that ironically resulted in more freely available credit. As European countries developed growth models focused on investment and exports, the United States developed a growth model based on consumption. These large-scale interventions led to economic growth that met citizen needs through private credit rather than through social welfare policies. Among the outcomes have been higher poverty, a backlash against taxation and regulation, and a housing bubble fueled by “mortgage Keynesianism.” This book will launch a thousand debates.
"The International Council for the Exploration of the Sea (ICES) is the central scientific network within the massive set of bureaucracies that is responsible for Europe's Common Fisheries Policy (CFP). While spending the past 25 years failing to sustain Europe's fish stocks, this management system also became adept at making the lives of its scientists miserable. Now it is being confronted by the complex challenge of an ecosystem-based approach to fisheries management. If this combination of a multi-national bureaucracy, hard politics, and scientific uncertainty has made it impossible to maintain many individual fish stocks, how are decisions going to be made that consider everything from sea birds to climate change? The old political saw that "if you can't solve a problem, make it bigger" has never been put to a test like this! Yet ICES has begun to rise in an impressive way to the scientific challenge of providing advice for an ecosystem approach within the world's most cumbersome fisheries management system. This book lays out the results of extensive sociological research on ICES and the decision making systems into which it feeds. ICES is finding ways to provide effective advice in the many situations where scientific advice is needed but a clear, simple answer is out of reach. In spite of the difficulties, scientists are beginning to help the various parties concerned with management to deal with facts about nature in ways that are more useful and transparent"--Publisher's description.