...links institutionalising policy management to policy effectiveness. The counterargument is also given – namely that in the absence of sound institutional management of a policy, it is likely to fail (see Dobson 2002:250). – Institutionalising in essence means that the management of the policy is given over to government institutions – State institutions usually have: • internal organisational structures, • goals, • structured and enduring activities, • defined roles, • responsibilities and accountabilities and • Meaningful organisational boundaries. INSTITUTIONALISM IN PUBLIC POLICY • Public policy is regarded as institutional output. It notes: – – • Who is responsible for policy implementation? How is policy determined, implemented, and enforced by these institutions? Three factors that play a role: – Legitimacy (the policy has authorised power) • Perceptions of how legitimate a public policy is will be influenced by the procedural steps taken by decision makers during the policy cycle. • Consultation, participation and stakeholder engagement shape the legitimacy of public policies and the governments who promote them. – Universality (the policy is uniformly applicable) • Tries to address basic rights applicable to all (as opposed to selectivity and particularism). • Think here of the importance of universal utilities (roads, water pipes) and public services (physical protection of human beings, their health status and the environment)...
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...Implementing a Sustainability Balanced Scorecard „Dashboard‟ Approach to Assess Organisational Legitimacy. Kevin Huang, University of Wollongong, Wollongong, New South Wale Matthew Pepper, University of Wollongong, Wollongong, New South Wale Graham Bowrey, University of Wollongong, Wollongong, New South Wales gbowrey@uow.edu.au Abstract Purpose: The purpose of this paper is to identify and determine the contributing factors which influence the contents of a firm‟s sustainability reporting through combined social and environmental accounting and management perspectives. Design/methodology/approach: This paper analyzes the disclosed sustainability indicators of a major Australian financial institution, Westpac, through the application of the research method content analysis. The theoretical framework will be shaped by the consideration of legitimacy theory and the Balanced Scorecard approach. Findings: The results indicate that the four perspectives of a traditional Balanced Scorecard are related to the main sources of influential inputs to Westpac‟s sustainability reporting – existing frameworks, stakeholder engagement mechanism, employee involvement and traditional shareholders‟ financial information needs. It also reinforced the argument that the focus of organisational legitimacy is a key resource of organisation survival. Originality/value: This research contributes to the literature on social and environmental disclosures including the research of Do, Tilt and Tilling...
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...support. Extending New Institutional Theory: Regulation and ActivityBased Costing in Portuguese Telecommunications ABSTRACT This paper investigates why a Portuguese telecommunications firm adopted activity-based costing (ABC). Theoretically it draws from New Institutional Sociology. An intensive, holistic case study revealed that ABC was implemented to improve competitiveness and efficiency. However, it was also an isomorphic response to pressures from a chain of institutions, especially its parent company, management consultants, national and European Union regulatory agencies, financial markets, and consumer associations. This private, profit-seeking firm faced institutional and economic pressures simultaneously, consistent with developments in new institutional theory. However, the nature of efficiency, its economic expression, and the impact of regulatory pressures upon departments varied according to their tasks and domains....
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...Available online at www.sciencedirect.com International Journal of Project Management 26 (2008) 38–43 www.elsevier.com/locate/ijproman Organisational project management: An historical approach to the study of PMOs Monique Aubry *, Brian Hobbs 1, Denis Thuillier Received 3 August 2007; accepted 9 August 2007 2 ` ´ ´ ´ Universite du Quebec a Montreal Business School, Department of Management and Technology, Montreal (Quebec), Canada, H3C 3P8 Abstract This paper aims at providing a grounded theoretical foundation on which to base a better understanding of organisational project management. This paper delivers empirical evidence that project management offices (PMOs) and organisational project management can be understood as part of an historical process within an organisational context, departing from the traditional boundaries of positivist project management theory. The history of PMOs in four organisations is documented and analysed. The evolution of the organisations and their PMOs is punctuated with events, tensions and changes. An historical process provides a better basis for the development of a theory on PMOs and more globally on organisational project management. Ó 2007 Elsevier Ltd and IPMA. All rights reserved. Keywords: PMO; Organisational project management; History; Process approach 1. Introduction Rethinking project management! This paper is aligned with the present vitality found in the movement to rethink the field of project management [1]. The...
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...Pluralist perspective of employment relations Question: Carefully define the pluralist perspective of employment relations and show how it differs from other frames of reference. What are the limits of the pluralist acceptance of different stakeholder interests at work. When, within the pluralist perspective is conflict acceptable? The topic of industrial relations generally deals with the relationships encountered by the workforce in their working lives and can equally be contributed to and studied by economists, lawyers, sociologists, and psychologists, to name but a few. The capacity of the topic spans from the individual in relation to the organisation through to the shop floor, all the way to national and international bodies. Approaches used to define the subject matter of Industrial relations are: Industrial-based definitions, social psychology-based definitions, class-based definitions, human resource management definitions and employment relations. Industrial relations are an ever growing topic and will be continually studied by scholars to further gain in-depth knowledge to natural behaviours of the modern workplace, as advantages of a harmonious working environment is considered the holy grail of globalisation. Although there is a vast array of conceptual approaches to industrial relations, in this essay I will analyse the differences with the frames of reference most commonly known as unitarism, pluralism, and marxism. Before which I will carefully discuss in depth...
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...the world’s largest toy manufacturer (Financial Times, 2016). Upon analysis of LEGOs strengths through Institutional Theory (IT) and Resource-Based View (RBV), this essay aims to combine these two theories to explain LEGOs internationalisation process. Firstly, the two frameworks will be used to analyse the period (1932-1990s) where LEGO established a culture centred on product quality and innovation. As a result, the company achieved legitimacy within the institutional environment which spurred their international expansion. Within this analysis, the strategic decision to enter specific markets, and the methods they used to so will be outlined. Secondly, LEGOs recovery from their financial crisis in 2003, is an excellent example of how new capabilities can be made, and existing ones rebuilt to deploy resources using organisational processes to produce a desired effect. Institutional theory Institutional theory describes companies that operate in foreign markets conform to the institutional environments in order to gain legitimacy from the perspective of other institutional bodies. These institutions are the rules, norms and beliefs that define socially acceptable behaviour and therefore influence economic activity (Scott, 1995). The degree to which a company can conform to these institutions determines whether or not the institutions act as constraints or resources in providing the company with a competitive advantage. Scott (1995) also developed three pillars...
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...Institutional Theory Part One Introduction of Institutional Theory What are institutions? The general understanding of institutions can be defined as a set of formal and informal rules of conduct, made by humans that facilitate coordination or govern relationships between individuals, organizations or government. Examples of institutions include laws, regulations, customs, social and professional norms, culture, and ethics. Selznick (1949) notes that "the most important thing about organizations is that, though they are tools, each nevertheless has a life of its own". While he acknowledges rational view that organizations are designed to attain goals, he notes that the formal structures can never conquer the non-rational dimensions of organizational behaviour. Individuals do not act purely based on their formal roles. Organizations do not act purely based on formal structures. Selznick notes that individuals bring other commitments to the organization that can restrict rational decision-making. Institutions exert a constraining influence over organizations, called isomorphism that forces organizations in the same population to resemble other organizations that face the same set of environmental conditions (Hawley, 1968). Then, the isomorphism was further discussed by DiMaggio and Powell (1983) where the analysis of institutions exert three types of isomorphic pressure on organizations: coercive, normative, and mimetic. Coercive isomorphism refers...
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...According to Wood, Zeffane, Fromholtz, & Fitzgerald (2006), in modern organisations, the main objective is to direct particular activities in an organisation and add facilitate the roles and purposes of its participants. Managers apply a method of strategic planning, organising, teamwork, leading and controlling the use of organisational resources to achieve the highest possible results in an organisational setting (Wood et al., 2006). Cognitive intelligence refers to ones mental capacity to process information and solve problems (Wood et al., 2006). Intellectual abilities such as judgment, motivation, reading and writing and analysing are all congruent with cognitive intelligence (Schmidt & Hunter, 2004). Emotional intelligence is a form of social intelligence that allows people to be aware and shape our emotions and those of others (Wood et al., 2006). Goleman (1998) popularized EI in the organisational dimension by emphasizing its significance as a key factor for successful business careers and as a key component for effective group performance. Cognitive intelligence is defined by an individuals’ quantifiable ability which include memory, ability to retain then utilise information, and problem solving (Wood et- al. 2006). In application to organisations, this concept has been studied for over 80 years (Schmidt & Hunter, 2004) and acknowledged as a valued attribute in wider society. Cognitive intelligence is used every day. Calculating how much butter is needed...
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...Transformational change in organisations: a self-regulation approach Transformational change in organisations 143 Purpose – The purpose of the present paper is to advance a testable model, rooted on well-established control and self-regulation theory principles, explaining the causal links between change-related sensemaking, interpretation, readiness and subsequent behavioural action. Design/methodology/approach – Following a review of the two motivation theories and clarification of change-related sensemaking, interpretation, and readiness concepts, the paper proposes a series of research propositions (illustrated by a conceptual model) clarifying how these concepts interact with self-regulating mechanisms. In addition, the feedback model exemplifies how cognitive processes triggered by new knowledge structures relate to behavioural action. Findings – The model expands upon other existing frameworks by allowing the examination of multi-level factors that account for, and moderate causal links between, change-related sensemaking, interpretation, readiness, and behavioural action. Suggestions for future research and guidelines for practice are outlined. Practical implications – The variables and processes depicted in the model provide guidelines for change management in organisations, both for individuals and for groups. By eliciting important self-regulating functions, change agents will likely facilitate sensemaking processes, positive interpretations of change, change...
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...ruler and the ruled. Authority sometimes refers to;- 1) The Institutionalized and legal power inherent in a particular job, function, or position that is meant to enable its holder to successfully carry out his or her responsibilities. 2) An agency or body created by a government to perform a specific function, such as environment management, power generation, or tax collection is an authority. 3) Judgment of a court or judicial opinion quoted in support of a legal argument. In management field, the concept authority can be defined as:- 1. The right to guide and direct the actions of others and to secure from them responses which are appropriate to the attainment of the goals of the organisation. It is the right to utilise organisational resources and to make decision. In the words of Simon “Authority may be defined as the power to make decisions which guide the actions of others” (Gupta 2009) 2. The power that is delegated formally which includes a right to...
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...Introduction The purpose of this essay is to analyse the macro environment of the new washing machine which is being developed for launch in 2008 by Smart Wash Company. An organization's marketing environment can be defined as: the actors and forces external to the marketing management function of the firm that impinge on the marketing management's ability to develop and maintain successful transactions with its customers (Kotler, 1997). Virtually all introductory textbooks in marketing reserve a section for an analysis of the macro environment (McCarthy, 1996). Thus, we aim to analyse the relevant macro environment for Smart Wash Company, so that we plan our marketing strategy and target the market in 2008. External environment The macro environment is generally categorized into demographic, political/legal, economic, cultural, technological and natural environments. The basic tenet is that what happens in the broader environment has significant implications for organizational functions (Mavondo, 1999). For example, McKee et al. (1989) found environmental turbulence to have a significant impact on marketing variables. The macro environment introduces a degree of homogeneity in a given industry through similarities in regulatory pressures, strategic alliances, human capital transfers, social and professional relationships and competency blueprints (Oliver, 1997). Environmental variation has been shown to impact on strategy (Hrebiniak & Joyce, 1985) and...
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...‘appropriate’ this logic and start “talking accounting”. This paper shows that the ABC system implemented in this organisation did indeed provide information for decision-making and did to some extent support the logic of ABC. The paper also shows how this knowledge was emergent, the logic was articulated, but not fully understood and it was only when the system was implemented that many attributes of the system were recognised and, in some cases misunderstood. The paper argues that the ‘success’ of this particular ABC system was dependent on the organisational context, and the changing context as well as the logic. This is reflected in the change in attitudes, awareness and understanding of costs in the department where it was implemented. Key words: Activity Based Costing, financial services, and organisational change. 2 Introduction This paper examines the introduction of an Activity Based Costing (ABC) system in a UK Clearing Bank. The development and implementation of the ABC system is traced...
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...sci“What we can do, for the moment, is to fix two major superstructural “levels”: the one that can be called “civil society”, that is the ensemble of organisms commonly called “private”, and that of “political society” or “the State”. These two levels correspond on the one hand to the function of “hegemony” which the dominant group exercises throughout society and on the other hand to that of “direct domination” or command exercised through the State and “judicial” government. The functions in question are precisely organisational and connective. The intellectuals are the dominant group’s “deputies” exercising the subaltern functions of social hegemony and political government.” →Antonio Gramsci From Gramsci’s prison note books Introduction Hegemony is a concept that has been used to describe and explain the dominance of one social group over another, such that the ruling group or hegemon acquires some degree of consent from the subordinate, as opposed to dominance purely by force. It is used broadly to mean any kind of dominance, and narrowly to refer to specifically cultural and non-military dominance, as opposed to the related notions of empire and suzerainty Gramsci and Hegemony The idea of a ‘third face of power’, or ‘invisible power’ has its roots partly, in Marxist thinking about the pervasive power of ideology, values and beliefs in reproducing class relations and...
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...Responsible Business Pressure Groups-F.O.E. | Pressure Groups | 1. Introduction Like a mantra, so has responsible business been for the current generation. There are many interpretations of the different underpinning concepts but, with contested definitions. Externally pressure groups seek to pressure the government and business to pursue sustainable policies and practises. The government have a role to ensure societal expectations of business are met. Thus, section two shall review various interpretations of responsible business. Section three shall outline and evaluate the issues surrounding pressure groups, whilst section four shall evaluate the role of government as an enabler and barrier. To achieve these, academic, government and expert materials shall be cited. 2. Copious studies (Carroll 1999; Kerlin 2006; Elkington 1997) have attempted to explain what constitutes ‘Responsible Business’ (RB) through Corporate Social Responsibility (CSR), Sustainable Business (SB), Corporate Responsibility (CR), and Social Enterprise (SE). To have an overview of RB, it is necessary to define the term responsible. And also, answer questions such as to whom, for what is business responsible and how are those responsibilities defined. Argandona and Hoivik (2009; 12) defined ‘responsible’ “as being accountable” i.e. assuming an obligation to care. Friedman (1970) argued that business...
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...Journal of Business & Industrial Marketing Green marketing in B2B organisations: an empirical analysis from the natural‐resource‐based view of the firm Elena Fraj Eva Martínez Jorge Matute Article information: To cite this document: Elena Fraj Eva Martínez Jorge Matute, (2013),"Green marketing in B2B organisations: an empirical analysis from the natural#resource#based view of the firm", Journal of Business & Industrial Marketing, Vol. 28 Iss 5 pp. 396 - 410 Permanent link to this document: http://dx.doi.org/10.1108/08858621311330245 Downloaded on: 26 October 2014, At: 19:59 (PT) References: this document contains references to 87 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 1841 times since 2013* Users who downloaded this article also downloaded: Downloaded by UNIVERSITI UTARA MALAYSIA At 19:59 26 October 2014 (PT) (2007),"Environmental management systems "must measure green performance"", Management of Environmental Quality: An International Journal, Vol. 18 Iss 2 pp. Jerónimo de Burgos#Jiménez, Diego Vázquez#Brust, José A. Plaza#Úbeda, Jeroen Dijkshoorn, (2013),"Environmental protection and financial performance: an empirical analysis in Wales", International Journal of Operations & Production Management, Vol. 33 Iss 8 pp. 981-1018 Lez Rayman#Bacchus, Sumita Sindhi, Niraj Kumar, (2012),"Corporate environmental responsibility – transitional and evolving", Management of Environmental Quality:...
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