Academic literature on the topic 'Merge (Organisation)'
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Journal articles on the topic "Merge (Organisation)"
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Ostate, Patricia, Barnaby Pace, and Yury Zhukov. "The power of knowledge management in tertiary sector." Rere Āwhio - The Journal of Applied Research and Practice, no. 1 (2021): 14–21. http://dx.doi.org/10.34074/rere.00102.
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Tertiary Education Organisations generate significant amounts of data within the course of their primary activities and have multiple complex processes to manage the work of the Faculties, Student Support and Administrative Services. This makes knowledge management a critical necessity to ensure continuity across the organisation. The project examines the practices at Otago Polytechnic Auckland International Campus which is as a joint venture and has a unique challenge of having to merge knowledge management systems from two different tertiary education organisations – Future Skills and Otago Polytechnic. The project explores internal communications, individual work preferences and knowledge accessibility as key contributors to knowledge management through document analysis and thematic analysis of interviews with members of Otago Polytechnic Auckland International Campus academic and professional teams/ departments. The findings identified that different departments rely on individual processes that may vary significantly depending on personal preferences of the key internal stakeholders and often compartmentalise beneficial information without making it available to stakeholders outside of their teams. This research highlighted the challenges of relying on faculty-specific systems for managing operational data, which extends into different knowledge management systems across the organisation and complicates knowledge transfer. The evidence was used to make a case for higher integration of the knowledge management processes within the organisation as a way to maintain consistent quality standards and reduce operational costs, particularly within the context of increased volatility of the higher education sector.
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Bláhová, Ivana. "Ohlédnutí za Velkou Prahou." PRÁVNĚHISTORICKÉ STUDIE 53, no. 2 (2023): 101–36. http://dx.doi.org/10.14712/2464689x.2023.28.
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The paper deals with the legal aspects of the establishment of the so-called Greater Prague, i.e., the merger of neighbouring municipalities with the capital of the Czechoslovak Republic in 1922. The introduction briefly outlines the efforts to merge Prague with its suburbs dating from the mid-19th century until 1918. The following section focuses on the activities of the National Assembly on the establishment of Greater Prague. In addition to the establishment and the membership of the Greater Prague Committee, parliamentary papers related to the creation of Greater Prague are described and analysed. Parliamentary papers 719 and 1216, which included government bills to merge neighbouring municipalities and settlements into the City of Prague, a bill on elections to the Metropolitan Council and a bill on the organisation and powers of the Metropolitan Council and local committees, are discussed in detail. From a comparison of the government proposals, the amendments proposed by parliamentary committees and the text of the laws adopted, it is possible to deduce the general tendencies of the relationship between the state administration and local government at the beginning of the Czechoslovak Republic. The issues of financing the establishment and operation of the new capital of Czechoslovakia have not gone unnoticed.
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Theron, Anthonie, and Nicole Marguerite Dodd. "Organisational commitment in the era of the new psychological contract." South African Journal of Economic and Management Sciences 14, no. 3 (2011): 333–45. http://dx.doi.org/10.4102/sajems.v14i3.100.
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The aim of this study was to investigate organisational commitment in an organisation that had recently experienced organisational restructuring (a merger). The psychological contract that exists between employees and organisations is brittle due to many organisational changes that stem from organisational restructuring. When psychological contracts are breached, employees may experience reduced commitment to the organisation. The target population for this study consisted of all employees working at three recently-merged higher education institutions in the Nelson Mandela Metropolis (n=100) and a self-administered questionnaire was distributed amongst staff. The results indicated that an increase in the number of positive human resource management (HRM) practices reported by respondents correlated with a decrease in violation and breach of the psychological contract, despite organisational restructuring. It was further revealed that effective management of the psychological contract is crucial during organisational restructuring, in order to maintain the commitment and loyalty of employees.
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Stravinskienė, Inga. "Managing Employees’ Adaptation in Mergers: Theoretical Issues." Management of Organizations: Systematic Research 77, no. 1 (2017): 137–52. http://dx.doi.org/10.1515/mosr-2017-0008.
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Abstract On the basis of scientific literature analysis, the article focuses on the conceptual framework of adaptation of employees and management of this adaptation in the merged organisations. The article reasons the aspect of change and transition in the post-merger context. The author discusses psychological and behavioural responses of organisation staff towards the post-merger and introduces transition phases of employees. There are also highlighted specific features of staff adaptation management in the merged organisations.
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Wild, Sarah. "The Northern League: The Self-Representation of Industrial Districts in Their Search for Regional Power." Politics 17, no. 2 (1997): 95–100. http://dx.doi.org/10.1111/1467-9256.00039.
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The 1996 political elections have confirmed the electoral importance and stability of the Northern League in the North-east of Italy. The party's strongholds are located in ‘industrial districts’, specific socio-economic areas where local communities and small and medium businesses merge. This paper argues that the resilience and indeed increasing success of the League in these northern areas since its appearance in the 1980s can be explained largely on the basis of their industrial need to move towards a regional representation and organisation, capable of providing the services required by an increasingly competitive market.
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Engelseth, Per, Adam Sadowski, Artur Janusz, and Fahad Awaleh. "Information System Purchase and Integration Contingencies When Companies Merge." Sustainability 13, no. 15 (2021): 8223. http://dx.doi.org/10.3390/su13158223.
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This study grounds empirically the purchasing and further integration of an implemented information system set in the frenzied context of a corporate merger. A single longitudinal case study from the Norwegian pelagic seafood industry provides a detailed long-term account of developing the information system prior to, during and after a merger in the seafood industry that relies on wild catch. It is characterised by high dependence on features of nature and society to secure sustainable production. Contingency theory together with a process view of production reveals how interactions unfold over time to develop the new unified information system. Features of integration, interaction and interdependency represent different facets of information system purchase and development. The merger process represents an abnormality for the organisation as a continuous entity. Information system development in the case, therefore, takes place in a weakly integrated network of merging firms with severe time constraints. Given high uncertainty, solutions emerge through interaction. Deterministic optimisation is, in this context, a fluffy managerial dream. Normally, information system purchase and information system development involve reciprocal interdependencies involving mutual adjustments through intensive technologies and tight interaction among all parties involved. The coercive behaviour of management seeking efficiencies overrules these planning ideals. This indicates that purchasing, in a corporate merger context, is complex and approached as a complex system in a network. Solutions used in this approach originate because of emergent-networked interaction.
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Lee, Lynette. "Clinicians as managers: Organisational change at the Illawarra Regional Hospital." Australian Health Review 19, no. 1 (1996): 95. http://dx.doi.org/10.1071/ah960095.
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In 1990 a decision was made to merge the Port Kembla (160 beds) andWollongong (290 beds) Hospitals into the Illawarra Regional Hospital and tochange the traditional functional management structure to one of product lineinstitute management, with medical officers as part-time clinical directors. Thistransformation in health care management had been occurring in other sections ofthe Illawarra Area Health Service, with medical directors of programs and with alliedhealth and nursing heads of departments throughout the system.A survey was conducted among 22 clinician managers for their impressionsof the ?new? management organisation. The respondents felt that the change hadbeen a positive one and that it had particularly improved communication andaccountability among clinicians.
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Schuetz, C. G., B. Neumayr, M. Schrefl, E. Gringinger, and S. Wilson. "Semantics-based summarisation of ATM information." Aeronautical Journal 123, no. 1268 (2019): 1639–65. http://dx.doi.org/10.1017/aer.2019.74.
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ABSTRACTPilot briefings, in their traditional form, drown pilots in a sea of information. Rather than unfocused swathes of air traffic management (ATM) information, pilots require only the information for their specific flight, preferably with an emphasis on the most important information. In this paper, we introduce the notion of ATM information cubes – in analogy to the well-established concept of Online analytical processing (OLAP) cubes in data warehousing. We propose a framework with merge and abstraction operations for the combination and summarization of the information in ATM information cubes to obtain management summaries of relevant information. To this end, we adopt the concept of semantic data container – a package of data items with a semantic description of the contents. The semantic descriptions then serve to hierarchically organise semantic containers along the dimensions of an ATM information cube. Leveraging this hierarchical organisation, a merge operation combines ATM information from individual semantic containers and collects the data items into composite containers. An abstraction operation summarises the data items within a semantic container, replacing individual data items with more abstract data items with summary information.
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Jordansson, Birgitta, and Helen Peterson. "Jämställdhetsintegrering vid svenska universitet och högskolor. Det politiska uppdraget återspeglat i lärosätenas planer." Kvinder, Køn & Forskning, no. 1-2 (July 30, 2019): 58–70. http://dx.doi.org/10.7146/kkf.v28i1-2.116117.
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Gender Mainstreaming in Swedish Higher Education: the political directive reflected in institutional plans.
 The Swedish government’s latest reform of gender inequality in higher education set out to strengthen gender mainstreaming. Following this reform, the Swedish higher education institutions established gender mainstreaming plans for 2017-2019. In this article, we analyse and discuss the content of these plans, focusing on how they describe the organisation of gender mainstreaming, the understanding of gender inequality as a problem, and the planned activities to achieve gender mainstreaming. Drawing on interpretative frame theory, we identify challenges with the aims and scopes of these plans and the definitions they employ, e.g. in attempts to merge gender mainstreaming with the already on-going equal opportunity work based on the Swedish Discrimination Act. We conclude that many institutions have adopted an approach to gender mainstreaming that has the potential for transformation through long-term and sustainable cultural and structural change. To what extent the plans will be fully implemented, however, remains to be investigated, and depends on the organisation of work, commitment of leaders, and legitimacy of practitioners.
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L. Luoma-aho, Vilma, and Mirja E. Makikangas. "Do public sector mergers (re)shape reputation?" International Journal of Public Sector Management 27, no. 1 (2014): 39–52. http://dx.doi.org/10.1108/ijpsm-09-2012-0120.
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Purpose – The public sector worldwide is under pressure to downsize, which has led to mergers of public sector organisations. This paper seeks to bridge the unstudied gap of what happens to organisational reputation after a merger. The paper discusses change and reputation in the public sector, and reports findings of a longitudinal study on stakeholder assessments of four public sector organisations undergoing mergers recently. Design/methodology/approach – Following a theory-driven content analysis, this longitudinal study compares stakeholder assessments of four public sector organisations' reputations a year before an organisational merger with assessments of the two resulting organisations' reputations two years after the merger. Findings – The paper finds that the mergers did not really re-shape reputation, but the once established reputation persevered. Although the organisations faced greater expectations after the merger, only minor changes in reputation were detected post-merger: the reputation for expertise, heavy bureaucracy and trustworthiness remained strong after the merger, but certain traits, such as being international and esteemed, were lost. In both cases, one organisation's prior reputation slightly dominated the new reputation. Research limitations/implications – The findings may be limited to Finland and other Nordic countries, as well as those countries where trust in the public sector is high. Practical implications – Mergers may not change once-established reputations, and hence the improvements desired by mergers may go unnoticed by the different stakeholders. Organisations merging must prepare for increased stakeholder expectations, as the new organisations arise questions. Previous organisational traits may remain in stakeholders' assessments despite any achieved improvements. Originality/value – This paper addresses the gap in studying organisational reputation after public sector mergers, and contributes to both theory and practice by providing insight into the stability of once-established reputations.
Dissertations / Theses on the topic "Merge (Organisation)"
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Roodt, Kendra-Lynn. "Strategies for value-creation in a post-merged organisation." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/8650.
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A merger occurs when two or more organisations integrate for a specific reason and become one entity in order to ensure success. Careful consideration and thorough planning must be done and several steps need to be followed to avoid a merger being unsuccessful. Good leadership and communication strategies are the key to a successful merger. This study deals with the strategies for value-creation in a post-merged organisation and the main problem that this research study addressed was: What strategies could an organisation use to ensure that desired values are created in a post-merged organisation? To answer the above question it was necessary to address the preferred organisational values and outcomes of a successful merger and leadership strategies that organisations can utilise to ensure that the preferred values and outcomes of a merger are achieved. Thereafter, various models were outlined and evaluated and a proposed integrated model for the implementation of desired values in a merged institution element was developed to ensure that the members of the organisation internalise the desired values and that these values are reflected in all organisational functions and behaviour. Lastly, based on the theoretical findings of the literature survey, a questionnaire was developed and distributed amongst employees of the Nelson Mandela Metropolitan University (NMMU). As a result of this study it was clear that it is imperative that the decision to implement the leadership and communication strategies proposed in the integrated model remains with the senior management. The organisation will only experience success while coordinating these strategies if senior management is totally committed to the process.
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Jakobsson, Maria. "Empirical studies on merger policy and collusive behaviour /." Stockholm : Department of Economics, Stockholm University, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-1400.
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Spengler, Thomas. "Lineare Entscheidungsmodelle zur Organisations- und Personalplanung /." Heidelberg : Physica-Verl, 1993. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=004465959&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.
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Van, der Merwe Louisa. "The experience of affirmative action in a public organisation / Louisa van der Merwe." Thesis, North-West University, 2006. http://hdl.handle.net/10394/1054.
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South Africa is experiencing a process of formidable and fundamental change. Public
administrators as well as politicians are under tremendous pressure as heavy demands are being
placed on them. These demands include coping with interventions such as Affirmative Action,
Employment Equity, and the importance of managing diversity in the workplace. Despite
improvements in race relations in the past twenty years, dysfunctional and ineffective behaviour
still occur. This may be a reflection of the discomfort and anxiety experienced by employees in
the work setting. In order to comply with legislation, organisations created opportunities for
Black, Asian and Coloured males and females, White females and disabled people. This, in
return, leads to perceptions of preferential hiring. The view that Affirmative Action involves
preferential hiring and treatment based on group membership creates resistance to its
implementation and original purpose. The reason for this resistance might be linked to the fact
that people still perceive discrimination and injustice in the workplace. These perceptions seem
true in public organisations even though public organisations have taken a positive stance with
regard to implementing Equal Employment and Affirmative Action plans.
A qualitative design with an availability sample (N = 20) of employees working in a public
organisation was used. The qualitative research makes it possible to determine the subjective
experience of employees in a public organisation. Semi-structured interviews based on the
phenomenological method were conducted with employees working in different sections and
different positions in a public organisation. Non-directive questions were asked during the
interview. The tape-recording of the interview was transcribed verbatim in order to analyse the
information. Content analysis was used to analyse and interpret the research data in a systematic,
objective and quantitative way. A literature-control has been done to investigate relevant
research in order to determine the comparativeness and uniqueness of the current research.
Results indicated that Affirmative Action has been used as a tool in achieving its goal by
focusing on preferential hiring. From the responses it was clear that the majority of the
participants are of opinion that preferential hiring led to the appointment of incompetent
candidates. It appears from the interviews that appointments are made without basing it on merit.
This is against the basic principle of the public organisation of hiring and promoting employees
by set standards. Due to the fact that previous disadvantaged groups are being placed in positions
of which they have no experience or are not trained in, job related knowledge seems to present a
problem. From the interviews it appeared that employees felt that poor customer service
increased across the organisation due to the appointment of incompetent candidates. This also
seems to have an effect on the workload being handled.
It seems that predominantly white employees tend to be ambivalent towards Affirmative Action.
Part of the reason for this ambivalence is the fear of change, especially when that change
involves a radical re-thinking of past strategies. White employees, employed by the old apartheid
system, feel alienated and/or marginalised in the new Affirmative Action process. White
employees are also leaving organisations because they seem not to be part of the Affirmative
Action process. This leads to loss of expertise occurring in organisations. Though organisations
show a considerable amount of improvement on relationships between black and white,
discrimination still seems to present itself through the implementation of Affirmative Action.
Managing diversity is crucial for the effective management and development of people. It is
important not to focus only on cultural differences but also concentrate on individual needs and
perceptions.
Unfortunately, it appears that South Africa is in the process of making the same mistakes as
other countries in focusing on a power game and corruption. Black employees in particular, seem
to be actively recruited, placed in senior positions and given the related finishing. In other words
top management are using their 'power' to enforce Affirmative Action. There are also those who
want to abuse the system or maybe understand the system incorrectly. Corruption coming from
top management tends to make employees negative. In order to address these issues, a succession
and career planning process needs to exist which is closely tied to the organisations' strategic
plan. Employment Equity, as a strategic objective, is managed by the organisation, but needs the Human Resources function in a support and consultancy role. As such, it requires translation into
practical objectives for departments, managers and employees.
Recommendations were made for future research.<br>Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2006.
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Van, Der Merwe Joanie. "The discursive construction of the concepts organisational communication and organisational culture in a merged South African company." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/96138.
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Thesis (MA)--Stellenbosch University, 2014.<br>ENGLISH ABSTRACT: This study investigates the manner in which the concept of communication is discursively
constructed in a South African insurance company. The company recently underwent a
merger which, according to the literature, should increase its awareness of communicative
practices. The thesis builds on recent theoretical developments in organisational studies,
more specifically, the linguistic turn. The focus falls on the way in which organisational
communication is constructed by implementing the analytical tools of thematic analysis and
discourse analysis.
All of the participants in this study were involved with the merger that the company
underwent. The sample of twenty-three participants included eighteen employees who took
part in an electronic survey questionnaire and five employees who were individually
interviewed. Additionally, documents concerning the merger were analysed to reveal the
way in which the company’s organisational communication is constructed by managers.
During the data collection, participants were questioned about their perspectives of
organisational communication and organisational culture with regard to the merger. The data
strongly shows that communication is generally not considered an important aspect in an
organisation during the merging process. Interestingly, when participants’ attention is,
however, drawn to specifically the concept of communication, a mechanistic view of
communication is presented with only selected communicative practices considered as
‘communication’. The analysis further indicates changing communicative practices in the
newly merged company. In conclusion, this study argues that organisations, especially in a merging context, can
benefit from a greater awareness regarding the importance of organisational communication.
Further linguistic research in the form of organisational studies in this regard is suggested.<br>AFRIKAANSE OPSOMMING: Hierdie studie ondersoek die wyse waarop die konsep van kommunikasie deur diskoers
gekonstrueer word in ʼn Suid-Afrikaanse versekeringsmaatskappy. Hierdie organisasie het
onlangs ʼn amalgameringsproses ondergaan wat volgens die literatuur behoort te lei tot ʼn
toename in bewustheid van kommunikatiewe praktyke en veroorsaak dat die konteks ʼn
kardinale element in die navorsing is. Hierdie tesis bou op onlangse teoretiese ontwikkelings
in organisatoriese studies, met ‘n spesifieke fokus op diskoers en taal (die ‘linguistic turn’).
Die fokus val op die manier waarop organisatoriese kommunikasie gekonstrueer word deur
die analitiese metodes van tematiese analise en diskoersanalise te implementeer.
Al die deelnemers in hierdie studie was betrokke by die amalgamering van die maatskappy.
Die steekproef van drie-en-twintig deelnemers sluit agtien werknemers in wat aan die
elektroniese opname deelgeneem het en vyf werknemers waarmee individuele onderhoude
gevoer is. Dokumente aangaande die amalgamering is addisioneel geanaliseer om sodoende
die wyse waarop die maatskappy se organisatoriese kommunikasie gekonstrueer word deur
bestuurders, aan die lig te bring. Gedurende die data-insameling is deelnemers ondervra
aangaande hulle perspektiewe op organisatoriese kommunikasie en organisatoriese kultuur
ten opsigte van die amalgamering. Die data dui daarop dat kommunikasie oor die algemeen
nie beskou word as ʼn belangrike aspek van ʼn organisasie tydens die amalgameringsproses
nie. Tog, wanneer die deelnemers se aandag daarop gevestig word en hul gevra word om
spesifiek te fokus op die konsep van kommunikasie, word ʼn meganiese uitkyk van
kommunikasie voorgestel met slegs geselekteerde kommunikatiewe praktyke wat as
‘kommunikasie’ beskou word. Die analise lig verder die idee van veranderlike
kommunikatiewe praktyke in die nuwe geamalgameerde maatskappy uit. Ter opsomming voer hierdie studie aan dat organisasies, veral in ʼn amalgameringskonteks,
baat kan vind by ʼn groter bewustheid omtrent die belangrikheid van organisatoriese
kommunikasie. Verdere linguistiese navorsing in organisatoriese studies in hierdie verband
word voorgestel.
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Kavanagh, Marie Helen. "Individual values, organisational culture, and acculturation during mergers /." [St. Lucia, Qld. : s.n.], 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe16651.pdf.
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Forsgren, Peder, and Margita Helgesson. "A coalition collision : A case study on organisational alterations." Thesis, Umeå University, Umeå School of Business, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-1291.
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<p>When companies go trough a merger or an acquisition all involved parties within the organisations becomes affected. These changes can affect the company in many areas which could create tensions and anxiety among employees which could create strong negative forces at the end and prevent the new organisation to function at its best. In service companies this could be of great importance to overcome since they often are dependent on functional organisations to help them create a wanted quality. This study will address this problem and will do so in a case study performed on a transportations company which have gone trough a number of mergers. Due to these mergers, the company has also grown in both numbers of employees and in financial conditions.</p><p>The applied thesis statement is: “How should a small expanding company manage the integration of acquired companies and at the same time maintain a sought identity within the organisation, in order to reach their main strategic objectives? “. The ambition is to be able to understand how the studied company has developed and also to analyse its organisational transition. Furthermore we also want to create proposals for organisations that are facing future organisational transitions, based from our findings in this study.</p><p>This study has been conducted with a hermeneutic scientific ideal and an abductive approach. The empirical collection was done inside the studied organisation in a qualitative manner. We conducted nine interviews, one with the manager (co-owner) and the other eight with employees inside the company. We wanted to be able to see both parties’ sides of the mergers. Therefore the interviews where conducted at two separate offices in different cities.</p><p>The theoretical framework consists of a number of theoretical areas, who together creates a holistic view over the entire research area. The theoretical parts consist of: Organisation, network, mergers, acquisitions, family firms, corporate culture, identity, social identity, service quality and Human Resources.</p><p>Our main conclusion is of the studied company shows that the biggest problem which the organisation faces today is the lack of communication between the manager and the employees. Although we claim that the merger has played a mayor impact on the company in many areas. Some of the main difficulties which we identified were the fact that the merger never was discussed thoroughly between the management and the employees. We also claim that the company when divided between the two offices have created a cultural gap between the wanted culture and the actual culture. We argue that the quality thinking permeates trough the entire organisation and all of the respondents have described the importance of achieving a high quality service within the organisation.</p>
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De, Gooijer Jinette, and n/a. "The murder in merger : developmental processes of a corporate merger and the struggle between life and death impulses." Swinburne University of Technology, 2006. http://adt.lib.swin.edu.au./public/adt-VSWT20070216.104601.
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This thesis contends that a corporate merger, on the scale of a global order, is a
'catastrophic change' and depends on 'killing off' parts of the former organisations for its
success. The act of annihilating parts of the former organisations is experienced as disengaged
and murderous by organisational members. This arouses persecutory anxiety of an unbearable
intensity amongst members from which they defend themselves by emotionally disconnecting
from the psychic reality of the organisation.
Several contentions underpin the hypothesis:
1. that a merger involves a developmental process in the creation and growth of a new
organisation;
2. the event of a merger causes disruptions to roles and relationships that are
experienced as a loss of power, status and identity, and also as an emotional loss for
what had been cherished and valued in the former organisation/s;
3. the emotional loss evokes the symbolic experience of the loss of a 'loved object',
and an instinctual loss becomes attached thereby to the real losses; and thus,
4. the process of merger involves a symbolic destruction of the 'loved organisational
object' of the former organisations, as held in the minds of organisational members.
The thesis is based on case study research conducted on the topic of emotional
connectedness in a network organisation over a three year period. Fieldwork began at the time
when the participating firm had just formed from a global merger of two large global
enterprises. The Australia-New Zealand regional operations were the focus of the study.
The research discovered a significant degree of emotional disconnectedness due to:
1. the nature of the work that required staff to work on client sites, away from home
and often alone;
2. a multiplicity of organisational structures that engendered fragmentary connections;
3. valuing individuals' self-reliance over and above the interdependence of
organisational members;
4. the many external changes experienced by the firm from the effects of the merger
and from market economics, political and business turmoil, and for the Australia-
New Zealand operations, a shift in the location of their corporate head office from
North America to Europe;
5. increasing uncertainty within the industry, and a commensurate increase in
competitiveness;
6. a loss of profitability in the Asia-Pacific region in which the case study participants
were located;
7. the turnover in the regional director's role, with three appointments in less than
two years;
8. dramatic rises and falls in staff numbers, ranging from an initial 450, to a high of
750, and sudden decline to 120 people during the period of the study;
9. the reluctance of vice-presidents and directors to take up a corporate management
role, preferring to work as 'project managers' on client assignments; and
10. all these factors contributing to an anxiety about the future of the Australia-New
Zealand (A-NZ) operations which was expressed as a fear of survival.
In response to these many factors, staff and management felt vulnerable and insecure,
experiencing the merger as an annihilation of 'loved objects'. These included the loss of a
partner's autonomy and ownership in the firm, familiar work procedures, and the loss of
belonging to a partner's work group and associated long-term relationships. The emotional
aspects of dealing with these losses and feelings were placed upon individuals to manage for
themselves. The burden of ensuring the survival of the firm was displaced upon individuals,
such that consultants became not only the 'container for work', but also the 'container for the
organisation's survival'.
As the merger progressed and more changes to the business were implemented with
little to no containment of people's felt experiences, the psychic reality of the A-NZ
operations became saturated with persecutory anxiety. In some parts of these operations, the
anxiety became so great that group interactions (what there were of them) seemed psychotic.
Those in management roles displayed a level of anxiety that appeared to be unbearable for the
individuals concerned, and which resulted at times in manic responses to the human and
commercial needs of the business.
Bion's theories of catastrophic change and emotional links, and Klein's theories on
persecutory and depressive anxieties are applied to understanding the systems psychodynamics
of the effects of the merger upon the organisation. The case reveals the presence of
persecutory anxiety in the immediate aftermath of the merger, lasting for nearly three years.
Various social defence mechanisms are identified as being used by organisational members
against this anxiety. They are: the co-existence of multiple organisational structures; a sentient
sub-system of 'counselling families'; idealisation of autonomous individuals; plus, the
mechanisms of projection, denial and regression.
Four factors are identified as significant for containing destructive forces in a corporate
merger: a) the role of emotional links to understanding the internal reality of a newly merged
organisation; b) the containment of experiences of catastrophic change and projective
processes; c) managing the realistic and neurotic anxieties of organisational members; and,
d) identifying and managing the primary risk in a merger.
A model is presented on the systems psychodynamics of a corporate merger. It
identifies the change process that a merger entails, and the psychodynamics of this process
using Bion's concept of container'contained.
The thesis contributes to understanding the psychic reality of organisational mergers
and offers a perspective that being alert to staff members' felt experiences and their emotional
connectedness, as a normal part of business, provides 'leading data' on the health of the
enterprise. Managers who are more 'wholly' informed about organisational realities, both
external and psychic realities, can work more realistically on resolving problems, assessing
risks, or making strategic business decisions.
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Paul, Gary William. "Strategies to create a post-merged organisational culture conducive to effective performance management." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1010857.
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Mergers have been described as the most complex business process that an organisation can be faced with, requiring executives and other stakeholders to discharge the promise of a more successful merged organisation. However, several studies have highlighted the factors that led to the demise of the merged organisations. One of the often quoted and frequently blamed aspects related to merger failure has been the lack of effective post-merged organisational culture integration and alignment. Where mergers have been successful, it was attributed to a structured approach to integrating and aligning all aspects related to organisational culture thus ensuring the creation of a high performing organisation, conducive to effective performance management. The main research problem in this study centred around the identification of strategies that could be used to design an integrated model for creating a post-merged organisational culture which is conducive to effectively managing performance. To achieve this objective, the following approaches were adopted: A literature study was conducted with the view to identifying the challenges facing merged organisations in general and post-merged South African Higher Education institutions in particular. The researcher also conducted interviews with senior HR practitioner at the institutions participating in this study to gain insights into their experiences of performance within their merged institutions. The institutions involved in this study were Nelson Mandela Metropolitan University (NMMU), Cape Peninsula University of Technology (CPUT and Durban University of Technology (DUT). The insights gleaned from these interviews were incorporated into the survey questionnaire. The literature study also concerned itself with the identification of strategies that merged organisations could use in its pursuit of organisational culture alignment and integration. These strategies included conducting critical pre-merger assessments or due-diligence studies, adopting structured approaches to dealing with resistance to change, employee engagement, the design, implementation and communication of monitoring and evaluation of merger success measures as well as several other moderating variables referred to in figure 1.2. In terms of sub-problem six of the study, the findings of sub-problems one, two and five were used to develop an eight-step integrated theoretical model to create an organisational culture conducive to effective performance management in a post-merged environment. The model served as a basis for the design of a survey questionnaire. The questionnaire was used to ascertain the extent to which respondents from the three participating institutions (NMMU, CPUT and DUT), perceived the various strategies as being important in establishing a post-merged organisational culture conducive to effective performance management. The results that emerged from the empirical study showed a strong concurrence with the strategies identified in the literature study and included in the integrated theoretical model. The quantitative and qualitative results from the empirical study where incorporated into the integrated theoretical model, which lead to a refined Eight-Step Integrated Post-merged Organisational Culture Creation Model as depicted in Figure 7.1 with associated details in Figure 7.2.
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Mottram, Anne. "An exploration of the relationship between organisational culture, organisational identity and healthcare performance in a merged academic health science centre." Thesis, Imperial College London, 2015. http://hdl.handle.net/10044/1/58212.
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This study makes a significant contribution to new knowledge in the field of mergers, organisational culture and organisational identity. For the first time evidence is found on the longevity of a ‘merger effect’ which impacts on staff perceptions of organisational culture and organisational identity. Seven years on from a merger there were statistically significant differences in the mean survey scores of staff employed pre-merger and those appointed post merger. In addition there was evidence of divergent views among staff with sub-cultures and multiple identities: Staff perceive culture and identity differently based on hierarchical ranking (more positively for non-managers) and occupational group (more positively for clinicians) and are affected differently by workplace stressors during a merger. There was evidence to support a relationship between culture and identity. Over time the dominant clinical academic logic was eroded, when the merged organisation adopted a competing professional and managerial logic. Staff used cultural cues to make sense of changes however senior staff did not influence the perceptions of subordinates. Links with performance, culture and identity were ambiguous. This mixed methods inquiry in a merged Academic Health Science Centre, employed an organisational survey with 1,978 respondents, in-depth interviews, descriptive statistics, regression analyses and thematic analysis to interpret the results and to triangulation research findings. Institutional logics is the exploratory lens NHS financial pressures necessitate developing new organisational models, transformations and mergers to achieve sustainability. Findings support debates on the length of time required to achieve cultural change following a merger, the time it takes for staff to identify with the new merged entity and proposes that merger plans should take into account the longevity effect in designing post-merger integration programmes and staff differences to maximise success, paying attention to fostering staff well-being during mergers.
Books on the topic "Merge (Organisation)"
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Tipper, Gail. Cultures within organisations: An investigation into the organisational cultural issues encountered when organisations merge. University of Central England in Birmingham, 2000.
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B, Cook, and South Australian College of Advanced Education., eds. Merge and mutate: The administration and organisation of multicampus academic libraries : proceedings of a national seminar, held at the South Australian College of Advanced Education, 22-23 February, 1990. SA College of Advanced Education Library, 1990.
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Randle, Keith. Merger, rationalisation and the 'high commitment' organisation. University of Hertford, 1997.
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Commission, Monopolies and Mergers. Grand Metropolitan plc and William Hill Organisation Limited: A report on the merger situation. H.M.S.O., 1989.
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O'Reilly, Paul. Organisational integration of mergers and acquisitions: Realisation of synergy potentials. University College Dublin, 1995.
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Edwards, David N. The archaeology of the Meroitic state: New perspectives on its social and political organisation. Tempus Reparatum, 1996.
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Caris, J. Fuseren in non-profit organisaties: Analyse van een complex proces. Dekker & Van de Vegt, 1986.
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Commission, Monopolies and Mergers. The Littlewoods Organisation PLC and Freemans PLC (a subsidiary of Sears plc): A report on the proposed merger. Stationery Office, 1997.
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Bagnoli, Luca, ed. La lettura dei bilanci delle Organizzazioni di Volontariato toscane nel biennio 2004-2005. Firenze University Press, 2007. http://dx.doi.org/10.36253/978-88-8453-640-2.
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This study, emerging from workshop activity carried out as part of the course on ECONOMY AND ADMINISTRATION OF CO-OPERATION AND NON-PROFIT, represents an examination of the economic-financial dimension of the work of the Tuscan voluntary organisations. It is inserted within an articulated research process devoted to an analysis of the accountability of these third sector agents, in the awareness that voluntary work has always been an important factor in civil progress. More specifically, the economic and financial information made available to the provinces as a result of the obligation on the voluntary organisations to deposit the annual financial statement has been fully exploited. This compliance has thus been transformed from a mere bureaucratic procedure into an opportunity for a collective cognitive enrichment through collection at regional level, reclassification and the aggregate analysis of the economic and financial data relating to the management reports (profit and loss accounts) of the voluntary organisations for 2004-2005. This has made it possible to underscore the nature and provenance of the economic and financial resources that accrue annually to such bodies, as well as the principal productive factors "consumed" in the performance of their activities.
Book chapters on the topic "Merge (Organisation)"
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Buchner, Dietrich. "Die Integrationsschritte/-organisation." In Der Mensch im Merger. Gabler Verlag, 2002. http://dx.doi.org/10.1007/978-3-322-82421-9_4.
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Visser, Rinke. "Fusionen als biographische Krise in Organisationen." In Public Merger. Gabler Verlag, 2004. http://dx.doi.org/10.1007/978-3-322-84552-8_13.
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Schmid, Stefan, and Frederic Altfeld. "Airbus – Managing the legacy of a complex international merger." In Technologie, Strategie und Organisation. Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-16042-5_15.
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Price, Terry. "Business organisation (II): privatisation, merger and monopoly control." In Mastering Business Law. Macmillan Education UK, 1995. http://dx.doi.org/10.1007/978-1-349-13549-3_15.
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Heinrich, Detlef. "Due Diligence in Merger & Acquisition-Prozessen." In Governance von Profit- und Nonprofit- Organisationen in gesellschaftlicher Verantwortung. Deutscher Universitätsverlag, 2005. http://dx.doi.org/10.1007/978-3-663-10189-5_11.
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Cai, Yuzhuo. "Quantitative Assessment of Organisational Cultures in Post-merger Universities." In Cultural Perspectives on Higher Education. Springer Netherlands, 2008. http://dx.doi.org/10.1007/978-1-4020-6604-7_14.
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Konow-Lund, Maria, Michelle Park, and Saba Bebawi. "Hybrid Investigative Journalism During Times of Crisis." In Hybrid Investigative Journalism. Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-41939-3_1.
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AbstractIn pursuit of its continued focus on holding power to account—locally, nationally and globally—investigative journalism as a practice has actively incorporated various digital skills and capabilities. The embrace of digital journalism has led to collages of skillsets that have come together in new ways to complement one another or merge into something unprecedented. These processes of hybridisation are regularly discussed in relation to how journalism is undergoing riveting change; as a concept, hybridity challenges traditional notions of how journalism is being produced and by whom. Domingo (2016, p. 145), for example, points out that hybridisation is taking place within journalistic practices both overtly and covertly amongst a range of (new and traditional) actors, platforms and organisations. The hybrid combination of digital and traditional physical forms of journalistic collaboration has also given rise to new horizontal processes (Russel, 2016, p. 149).
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Park, Michelle, and Maria Konow-Lund. "The Bureau Local: A Hybrid Network for Local Collaborative Investigative Journalism." In Hybrid Investigative Journalism. Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-41939-3_4.
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AbstractCollaborative journalistic investigations rose to new prominence with the Panama Papers (2016) and Paradise Papers (2017) projects, both of which involved enormous amounts of data shared amongst an international network of journalists who coordinated their analyses. Whereas many are familiar with these cross-national collaborations when they are led by the International Consortium of Investigative Journalists, for example, it is less widely recognised that similar processes have been undertaken among local communities and cities as well. As discussed in the introduction to Part 2, Chadwick (2017, p. 4) highlights the ‘hybrid media system’ wherein older (more traditional) norms and practices merge with newer ones, and vice versa. While existing global journalistic collaborations inspired the founding of the Bureau Local, its collaborators are somewhat different from those involved in larger efforts. Instead of relying upon journalists from traditional legacy media organisations for such cross-national collaborations (Carson, 2020; Reese, 2021), the Bureau Local engages both professional and amateur reporters from many walks of life for its diverse activities.
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Hearn, Jonathan. "Culture: nations, banks and the organisation of power and social life." In Salvage Ethnography in the Financial Sector. Manchester University Press, 2017. http://dx.doi.org/10.7228/manchester/9780719087998.003.0004.
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With this chapter the book shifts from the contextualisation of the original study to the close examination of that study and its data. It presents ethnographic data on the discourses in the Bank relating to the ideas of national and organisational cultures. It examines how staff members compared and contrasted the cultures of the two merging organisations, Halifax and Bank of Scotland, and how they construed the differences between Scottishness and Englishness, especially in terms of culturally encoded notions of ‘diffidence’ and ‘confidence’. It shows how all these notions of culture became bound up with the making sense of the tensions engendered by the merger and the general direction of organisational change. A ‘conceptual interlude’ in the middle of the chapter explores the social science concept of culture, arguing that this tends to be too narrow and ideational, and insufficiently attuned to the organisation of power in the generation of culture.
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Schulte, Thomas. "15 Merger – aus zwei Mannschaften wird eine." In Die unschlagbare Organisation. Schäffer-Poeschel, 2019. http://dx.doi.org/10.34156/9783791044033-115.
Full textConference papers on the topic "Merge (Organisation)"
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Alija-Selmanović, Đelza, and Benjamina Karić. "“TURSKI PARAGRAF”- DRŽAVNOPRAVNI POLOŽAJ BOSNE I HERCEGOVINE U VIDOVDANSKOM USTAVU“." In 100 GODINA OD VIDOVDANSKOG USTAVA. Faculty of law, University of Kragujevac, 2021. http://dx.doi.org/10.46793/zbvu21.165s.
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„Turkish paragraph“ represents article 135. of Vidovdan constitution and represents crucial determinant for Bosnia and Herzegovina because the territorial integrity has been preserved thanks to this article. This article has been incorporated thanks to Yugoslav Muslim Organisation headed by Mehmed Spaho. Bosnia and Herzegovina has preserved its boundaries that date from 1918., and the six counties were renamed as areas, headed by Provincial administration till 1924. With the induction of April 6 dictatorship, the territorial integrity of Bosnia and Herzegovina has been destroyed and the parts of its territory has been divided and merged with parts of other Yugoslav countries
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Narrainen, Gundeea. "When the Massive Open Online Courses, MOOC, become Hybrid at the Open University of Mauritius." In Fourth International Conference on Higher Education Advances. Universitat Politècnica València, 2018. http://dx.doi.org/10.4995/head18.2018.8068.
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With more and more courses being offered online teachers are constantly being asked to change their teaching style. Online courses have taken another turn with the innovation, which are the MOOCs. MOOCs being non-fee paying courses, delivered mostly by recognised universities, course organisation and management was bound to change. With less than 10% successful completion rate for MOOC courses and keeping in mind the Mauritian context, the Open University of Mauritius decided to offer a hybrid MOOC. By hybrid Daniel Peraya suggests blended courses that is online training and face-to-face sessions. It is more about tutoring and guiding students rather than mere teaching. Our main objective is to show the effectiveness of a Hybrid MOOC in terms of organisation and course structure. The methods used in this paper are: a survey questionnaire and data from a Moodle platform. The fact that this course has been organised in a blended mode has helped the participants to reach the end of the training with a higher completion rate, face to face sessions helped students to interact, the use of Moodle as an additional platform accessssed by a restricted number of participants proved to be helpful to get aquainted to online learning.
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Lenartowicz, Marta. "Mere Impediments? A Second Thought on the Role of Social Boundaries in Self-Organisation of the Global Collective Intelligence on the Earth." In ISIS Summit Vienna 2015—The Information Society at the Crossroads. MDPI, 2015. http://dx.doi.org/10.3390/isis-summit-vienna-2015-t9005.
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Noennig, Jörg Rainer, Balazs Cserpes, Francesca Ceola, Jan Barski, Klara-Maria Brandenburger, and Marie Malchow. "Co-creation and Convergence - The Methodology for Designing the Migrant Integration Platform MICADO." In 14th European Conference on Creativity in Innovation. AIJR Publisher, 2023. http://dx.doi.org/10.21467/proceedings.154.9.
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The article reports about the development of the platform MICADO, a Horizon2020 innovation action, that merged approaches in business intelligence, data analytics and visualisation in support of migrant integration management in European cities. The resulting application addresses public authorities, civil society organisations, and migrants alike, providing multilateral information access, data exchange, and navigation for all involved stakeholders and institutions. Resting on the hypothesis that co-creation among user groups plus data integration across departmental silos enables high-quality service provision for migrant education, housing, labour, and health, a novel project methodology was created that focussed on custom-tailored co-design and convergence activities. These formats substantially helped to collect, analyse, and streamline the requirements raised by the variety of local stakeholders and use cases. The new methodolody ensured the co-creation of a location-agnostic universal solution, its diversification into locally specific solutions, and its parallel pilot application in four cities. The MICADO approach may thus present a promising blueprint for agile and responsive IT development in the sphere of publication services.
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D. BELSKI, Jakub. "NON-GOVERNMENTAL ORGANISATIONS AS AN ADDED VALUE OF THE POLISH SECURITY MANAGEMENT SYSTEM ON THE EXAMPLE OF THE CONTEMPORARY SITUATION IN UKRAINE." In SCIENTIFIC RESEARCH AND EDUCATION IN THE AIR FORCE. Publishing House of "Henri Coanda" Air Force Academy, 2022. http://dx.doi.org/10.19062/2247-3173.2022.23.5.
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Non-governmental organizations (NGOs) are associations of people who are not content to be mere observers. This makes it possible to develop the human race and engage it in activities, the implementation of which would be difficult or impossible without the involvement of active members of society. [1] The situation of the conflict in Ukraine illustrated the necessity of tightening cooperation between state institutions and non-governmental organisations. Developing procedures for cooperation, and not only defining the necessity of cooperation, is necessary to avoid crises and effectively assist those who need support. NGOs can be there, where powerful state systems are not able to reach, and thus are not able to provide assistance, which implies a lack of security. The aim of this article is to show that NGOs are an added value to the system of security management, but there are no systemic solutions that would enable them to use their full potential. At the same time the content of the article answers the following research problem: To what extent are non-governmental organizations are able to ensure the security of the Polish state on the example of the refugee crisis of the Ukrainian-Russian war? In relation to the main problem, the hypothesis was adopted that on the example of the refugee crisis of the Ukrainian-Russian war, NGOs are able to ensure the security of the Polish state with the tools they have, but there is a need for legislative action is needed to enable NGOs to participate more in this area. The adopted hypothesis was positively verified in the course of the analyses. The research used the method of analysis, synthesis and abstraction.
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Remy, L. F. "The Business Value of an Employee Assistance Programme in the Oil Industry in Trinidad and Tobago - A Ten Year Stakeholder Review (1988 - 1999)." In SPE International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production. SPE, 2000. http://dx.doi.org/10.2118/61497-ms.
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Abstract Petrotrin is an integrated national oil company in the republic of Trinidad and Tobago, located in the southernmost tip of the Caribbean Archipelago seven miles east of Venezuela. Petrotrin is the result of a merger of two former state owned companies Trintoc and Trintopec which was consummated in 1993. The current employee population is four thousand (4000). An Employee Assistance Program (EAP) was established in 1988. The EAP was intended as a support system designed to prevent and reduce human factor problems associated with performance deficiencies at the individual as well as the organisational levels. The EAP became fully integrated fully integrated with the HSE function and this led to certain measurable outcomes with the operating business units. This paper will present the results of a Stakeholder evaluation of the impact and value to the Board of Management. the Executive council. The Strategic Business Units, the worker representatives as well as employees. The use of Video vignettes will be included to provide examples of selected stake holder feedback within the context of the presentation. The paper will also present utilisation data and an evaluation of the effectiveness of strategies implemented during the ten year period.
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Greet, Langie, Sofie Craps, and Lynn Van den Broeck. "Students’ perceptions of a major engineering curriculum reform." In SEFI 50th Annual conference of The European Society for Engineering Education. Universitat Politècnica de Catalunya, 2022. http://dx.doi.org/10.5821/conference-9788412322262.1382.
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As the demands of industry are evolving and new generations of students are entering universities, many engineering faculties invest time in curriculum reforms based on inspirational innovations, underpinned by engineering education research. The Faculty of Engineering Technology (FET) of KU Leuven had an additional argument to implement a huge programme reform: this faculty, hosting more than 6000 students spread across seven campuses in Flanders (Belgium), was an amalgam of different traditions and visions. Their merger into one faculty in 2013 aimed to optimize the organisation of research, education and community service. The goal of the programme reform in 2020-2021 was fourteenfold: enhancing our typical profile of (1) hands-on engineering in (2) strong interaction with the labour market and setting up (3) a technology hub with more attention to (4) multidisciplinarity, (5) professional competencies, (6) personal development & support, (7) lifelong learning and (8) challenges including (9) complex problem solving. The reform also aims to increase the (10) attractiveness and (11) social relevance of the programmes. By strengthening the internal coherence in the faculty, we can exploit the (12) multicampus narrative to offer students more choices and develop their (13) future disciplinary self, supported by (14) choice guidance. This paper describes how the curriculum was adapted in order to achieve these goals and presents the results of perception measurements organised among freshmen who followed the old programme in 2019-2020 and freshmen registered in the new programme in 2020-2021. Of foremost importance is the increased feeling that the professional competencies are essential for an engineer.
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Vicini, Fabio. "GÜLEN’S RETHINKING OF ISLAMIC PATTERN AND ITS SOCIO-POLITICAL EFFECTS." In Muslim World in Transition: Contributions of the Gülen Movement. Leeds Metropolitan University Press, 2007. http://dx.doi.org/10.55207/gbfn9600.
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Over recent decades Islamic traditions have emerged in new forms in different parts of the Muslim world, interacting differently with secular and neo-liberal patterns of thought and action. In Turkey Fethullah Gülen’s community has been a powerful player in the national debate about the place of Islam in individual and collective life. Through emphasis on the im- portance of ‘secular education’ and a commitment to the defence of both democratic princi- ples and international human rights, Gülen has diffused a new and appealing version of how a ‘good Muslim’ should act in contemporary society. In particular he has defended the role of Islam in the formation of individuals as ethically-responsible moral subjects, a project that overlaps significantly with the ‘secular’ one of forming responsible citizens. Concomitantly, he has shifted the Sufi emphasis on self-discipline/self-denial towards an active, socially- oriented service of others – a form of religious effort that implies a strongly ‘secular’ faith in the human ability to make this world better. This paper looks at the lives of some members of the community to show how this pattern of conduct has affected them. They say that teaching and learning ‘secular’ scientific subjects, combined with total dedication to the project of the movement, constitute, for them, ways to accomplish Islamic deeds and come closer to God. This leads to a consideration of how such a rethinking of Islamic activism has influenced po- litical and sociological transition in Turkey, and a discussion of the potential contribution of the movement towards the development of a more human society in contemporary Europe. From the 1920s onwards, in the context offered by the decline and collapse of the Ottoman Empire, Islamic thinkers, associations and social movements have proliferated their efforts in order to suggest ways to live a good “Muslim life” under newly emerging conditions. Prior to this period, different generations of Muslim Reformers had already argued the compat- ibility of Islam with reason and “modernity”, claiming for the need to renew Islamic tradition recurring to ijtihad. Yet until the end of the XIX century, traditional educational systems, public forms of Islam and models of government had not been dismissed. Only with the dismantlement of the Empire and the constitution of national governments in its different regions, Islamic intellectuals had to face the problem of arranging new patterns of action for Muslim people. With the establishment of multiple nation-states in the so-called Middle East, Islamic intel- lectuals had to cope with secular conceptions about the subject and its place and space for action in society. They had to come to terms with the definitive affirmation of secularism and the consequent process of reconfiguration of local sensibilities, forms of social organisation, and modes of action. As a consequence of these processes, Islamic thinkers started to place emphasis over believers’ individual choice and responsibility both in maintaining an Islamic conduct daily and in realising the values of Islamic society. While under the Ottoman rule to be part of the Islamic ummah was considered an implicit consequence of being a subject of the empire. Not many scientific works have looked at contemporary forms of Islam from this perspective. Usually Islamic instances are considered the outcome of an enduring and unchanging tradition, which try to reproduce itself in opposition to outer-imposed secular practices. Rarely present-day forms of Islamic reasoning and practice have been considered as the result of a process of adjustment to new styles of governance under the modern state. Instead, I argue that new Islamic patterns of action depend on a history of practical and conceptual revision they undertake under different and locally specific versions of secularism. From this perspective I will deal with the specific case of Fethullah Gülen, the head of one of the most famous and influent “renewalist” Islamic movements of contemporary Turkey. From the 1980s this Islamic leader has been able to weave a powerful network of invisible social ties from which he gets both economic and cultural capital. Yet what interests me most in this paper, is that with his open-minded and moderate arguments, Gülen has inspired many people in Turkey to live Islam in a new way. Recurring to ijtihad and drawing from secular epistemology specific ideas about moral agency, he has proposed to a wide public a very at- tractive path for being “good Muslims” in their daily conduct. After an introductive explanation of the movement’s project and of the ideas on which it is based, my aim will be to focus on such a pattern of action. Particular attention will be dedi- cated to Gülen’s conception of a “good Muslim” as a morally-guided agent, because such a conception reveals underneath secular ideas on both responsibility and moral agency. These considerations will constitute the basis from which we can look at the transformation of Islam – and more generally of “the religion” – in the contemporary world. Then a part will be dedicated to defining the specificity of Gülen’s proposal, which will be compared with that of other Islamic revivalist movements in other contexts. Some common point between them will merge from this comparison. Both indeed use the concept of respon- sibility in order to push subjects to actively engage in reviving Islam. Yet, on the other hand, I will show how Gülen’s followers distinguish themselves by the fact their commitment pos- sesses a socially-oriented and reformist character. Finally I will consider the proximity of Gülen’s conceptualisation of moral agency with that the modern state has organised around the idea of “civic virtues”. I argue Gülen’s recall for taking responsibility of social moral decline is a way of charging his followers with a similar burden the modern state has charged its citizens. Thus I suggest the Islamic leader’s pro- posal can be seen as the tentative of supporting the modernity project by defining a new and specific space to Islam and religion into it. This proposal opens the possibility of new and interesting forms of interconnection between secular ideas of modernity and the so-called “Islamic” ones. At the same time I think it sheds a new light over contemporary “renewalist” movements, which can be considered a concrete proposal about how to realise, in a different background, modern forms of governance by reconsidering their moral basis.
Reports on the topic "Merge (Organisation)"
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Howard, Jo, Evert-jan Quak, and Jim Woodhill. A Practical Approach for Supporting Learning in Development Organisations. Institute of Development Studies, 2022. http://dx.doi.org/10.19088/k4d.2022.120.
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The Knowledge, Evidence and Learning for Development (K4D) Programme, which started in 2016, comes to an end in September 2022. K4D is a programme funded by and for the UK Government’s Foreign, Commonwealth and Development Office (initially with the Department for International Development, DFID, which was merged with the FCO in 2020). To reflect on the processes and approaches of learning that K4D enabled over the years, a special Working Paper series will be published. One important pillar of the programme was to facilitate learning processes through learning journeys. A total of 33 learning journeys took place during K4D. This summary looks back at the K4D concept, the learning journeys, the learning processes it supported, and the outcomes enabled. The paper finds that there is evidence that K4D learning journeys have helped enable sound, informed decision-making through collective understanding of issues and options, and through internal consensus on directions. Effective learning spaces were created and the methods used (including online tools for participation) were able to capture and share internal learning, foster internal connections, present external evidence and bring in other perspectives. However, success in enabling external alliances for decisions and change was more constrained, since most learning journeys engaged only in limited ways with external organisations. Further challenges were encountered when staff were redeployed to respond to political (Brexit) or international development (COVID-19, Ukraine) priorities.
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Assessment of Merger Control in the Philippines. Asian Development Bank, 2023. http://dx.doi.org/10.22617/tcs230398-2.
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Analyzing current merger control measures in the Philippines, this report recommends ways to bring its regime fully in line with international best practices to help promote economic competition and spur productivity. A co-publication between ADB and the Organisation for Economic Cooperation and Development (OECD), it reviews merger legislation, examines the application of merger controls, and looks at relevant cases and decisions. Its recommendations include basing merger decisions on technical assessments, establishing clear adjudication procedures, and guaranteeing procedural transparency to strengthen the integrity and fairness of mergers in the Philippines.