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1
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.
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Krause, Florian, and Axel Haunschild. "Voluntary Cooperation Between NGOs and Corporations From the Perspective of German Trade Unions: A Micropolitical Analysis." Organization & Environment 31, no. 2 (2017): 95–112. http://dx.doi.org/10.1177/1086026617705110.
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The article gives a micropolitical analysis of the position of German trade unions on voluntary agreements between nongovernmental organisation (NGOs) and corporations, mostly subsumed under the label CSR (corporate social responsibility). In the German system of industrial relations, trade unions have a hybrid character: On the one hand, they are part of the company through their members and especially through unionised works councils and share similar goals with the company. On the other hand, trade unions also merge political positions of society, keep an eye on companies’ actions, and share similar goals with NGOs. The micropolitical analysis of their positions towards voluntary agreements as well as their interaction raises general questions on how cooperation between firms and NGOs can secure decent working conditions and environmental protection.
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Barnes, Lisa. "How TRUST is both the driver and inhibitor in not-for-profit sector growth strategies: The "Lived" experience of Merger and Acquisition." International Journal of Family Business and Management 3, no. 3 (2019): 1–11. http://dx.doi.org/10.15226/2577-7815/3/3/00134.
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This research is a case study based on the "lived experience” of two not-for-profit organisations wanting to create synergies and efficiencies in back office operations and to increase the offerings of services to existing clients by joining together as one business unit. This research has followed the different stages of the proposed merger or acquisition from the initial signing of the Memorandum of Agreement (MOA), to the strategic planning for the new entity including the potential organisational structure, board structure and executive team recruitment. The negotiations have varied from the rejection of a takeover, to the proposal of a merger, to the eventual decision for the larger organisation to “acquire” the smaller organisation. These decisions were deliberated at great length by both organisations, but the clear driver in all negotiations was TRUST. Trust that at all times the outcomes should benefit clients, trust that the new Board would be represented in equal parts by both of the organisations and trust that the new senior executive team of the single entity would utilise the efficiencies gained to sustain the organisation. But this trust also became an inhibitor at times, where trust was used as an excuse to not carry out all due diligence governance processes (DDGP). This lived experience has shown that Trust is indeed an important factor in any proposed merger or acquisition but will never replace DDGP. In fact DDGP enhanced trust, and enabled for more transparent decisions to be reached by both parties at the negotiation table. The not-forprofit sector can learn a great deal from this case study that shows the benefits of societal needs of their clients in aged care, disability and transport by a merger or acquisition. It should be used by other not-for-profit organisations to put into practice strategic merger and acquisition processes to create an organisation that is run efficiently and for the benefit of their clients, with a combination of trust and DDGP. Keywords: Strategic Merger; Acquisition; Trust; Due Diligence; governance; lived experience;
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Handijono, Ardijan. "Lossless Data Deduplication: Alternatif Solusi untuk Mengatasi Duplicated Record." Jurnal Teknologi Sistem Informasi dan Aplikasi 3, no. 1 (2020): 33. http://dx.doi.org/10.32493/jtsi.v3i1.4223.
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The implications of poor data quality bring negative effects for organisation through: increased operational costs, inefficient decision-making processes, lower performance and decreased both employee and customer satisfaction. Generally duplicated records can be handled by elimination or merge, but when duplicated records are occur in master table and used in a transaction the handling becomes not easy. This paper seeks to provide data deduplication solutions without losing the historical value of the transaction. To save all duplicated records which related to the transactions we use mapping table between Dimension table and facs table. Using this approach the quality of Dimension table increased since for this handling duplicated records process include enrichment process and delete dirty records and all dupplicated records which related to the transactions can be access completely in data warehouse, no transaction data loss.
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Lauser, Bärbel. "Post‐merger integration and change processes from a complexity perspective." Baltic Journal of Management 5, no. 1 (2010): 6–27. http://dx.doi.org/10.1108/17465261011016531.
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PurposeThe purpose of this paper is to analyse change processes in the post‐merger integration (PMI) phase from a complexity theory perspective. Therefore, it looks at the merged organisation as a complex adaptive system (CAS).Design/methodology/approachPost‐merger situations borrowed from literature and a one‐day expert workshop with integration managers are related to the characteristics of CASs. During the workshop, data of the change process in different PMI phases are collected and the integration activities are analysed with a coded event history analysis.FindingsChange processes in the PMI phase are very complex and the newly merged organisations experience tension and non‐linear behaviour, but positive self‐organisation, a major property of CASs, cannot always emerge as the required prerequisites are sometimes not given.Research limitations/implicationsInsights of the workshop are limited to personal statements of the participants. In order to further investigate the PMI process under a complexity perspective, additional research in the form of longitudinal case studies including methods of storytelling and narratives should be considered.Practical implicationsLeaders and integration managers need a great repertoire of behaviours in order to both manage the challenging change processes by planning and controlling the integration activities and allow self‐organisation to emerge.Originality/valueThe paper offers a deeper understanding of the complex change processes in the PMI phase by using the metaphor of complexity theory and CASs.
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Valk, Reimara, and Sandra Hannon. "Engaged and energized in the Energy industry." Journal of Global Mobility: The Home of Expatriate Management Research 4, no. 3 (2016): 345–79. http://dx.doi.org/10.1108/jgm-11-2015-0052.
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Purpose The purpose of this paper is to explore engagement of flexpatriates on rotational and regular field assignments in the energy industry, theoretically grounded in the “Four Fundamental Pillars of Engagement”. Design/methodology/approach In an exploratory case study within a global organisation in the energy industry, in a post-merger/acquisition integration stage, the authors interviewed 24 rotational and regular field assignees of seven different nationalities, residing at nine different global locations. Findings The results of the case study show that the following newly identified drivers within the “Four Fundamental Pillars of Engagement” are crucial for engagement of flexpatriate rotational and regular field assignees in the energy industry: information, communication and technology; training, learning and growth; support from colleagues and line managers (“capacity to engage”); job ownership/control; respect, recognition and appreciation (“reason to engage”); freedom to be creative and innovative; pride and promises; client satisfaction (“freedom to engage”); alignment between the organisation and the individual (“alignment to engage”), especially in a post-merger and acquisition (M&A) organisational context during a downturn in the oil and gas industry. Research limitations/implications The case study focused on rotational assignees from one particular organisation in the energy industry, which restricts the generalisability of the findings on engagement of rotational assignees to other organisations, industries and geographies. Practical implications Organisations in the energy industry that actively promote engagement of rotational assignees, especially during the post-M&A integration stage and economic turmoil, will strengthen their sustainable global competitive advantage. Originality/value The contribution of this paper is that it presents a refinement and expansion of the drivers of engagement within the “Four Fundamental Pillars of Engagement”, conceptualised in an international post-M&A organisational context during a downturn in the oil and gas industry.
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Vosse, Bart Jeroen Franciscus, and Olayemi Abdullateef Aliyu. "Determinants of employee trust during organisational change in higher institutions." Journal of Organizational Change Management 31, no. 5 (2018): 1105–18. http://dx.doi.org/10.1108/jocm-05-2017-0203.
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Purpose The researchers in this study aim to understand the impact of a recent merger between two high performing institutions, on employee trust and well-being. The purpose of this paper is to quantitatively test the relationships between communication initiatives, human resource management initiatives, and cultural congruence and their impact on employee trust during organisational change. Design/methodology/approach To empirically validate these hypothesised relationships, 139 employees of the organisation were surveyed; the data were analysed using structural equation modelling. Findings The results indicate that HR planning and successful communication by the organisation are vital if a merger is to achieve the gains envisioned at its inception. Research limitations/implications Future research may explore longitudinal study to establish time of how employee trust are affected from the early merger announcement stage, during the merger-related activities and most importantly the post-merger period. The researchers are of the opinion, that understanding the impacts of change and how employee trust is affected during change is vital. The scope of this study permitted only three independent variables, consideration should be given for further research to explore the influence other activities may have on trust such as policy, government restraint, governance and internationalisation. Practical implications These results further establish the need for educational and commercial organisations to focus on internal and external relationship management and on communication strategies that can affect employees before, during and after a merger. Social implications Understanding factors that will influence employee vulnerability is important for any organisation as it is possibly the first step to understanding what planning needs to take place to foster change and consider contingencies pre, during and post-merger related change. Considerable thought and planning should be given to the re building of culture and regaining of lost trust post-merger. Originality/value This is the first empirical research that quantitatively test the relationships between communication initiatives, human resource initiatives, cultural congruence and their impact on employee trust during organisational change in higher academic institution. This particular study has further add value to change management research, particularly from New Zealand perspective where there is little literature on the current Institute of Technology and Polytechnic sector merger.
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Lee, Donna, and David Hudson. "The old and new significance of political economy in diplomacy." Review of International Studies 30, no. 3 (2004): 343–60. http://dx.doi.org/10.1017/s0260210504006102.
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In a growing number of countries diplomatic systems are being overhauled so that the commercial activities of diplomatic services have been centralised, the commercial activities of diplomats have been extended, and business interests have been formally integrated within diplomatic systems. These changes result directly from the tendency of governments to reorganise, and in many cases merge, their trade and foreign ministries, as well as the strategy of building formal business–government links within diplomatic institutions. While none of these features is unfamiliar to previous diplomatic systems, what is exceptional is the relative neglect of the commercial aspects of diplomacy within diplomatic studies. This lack of attention to the commercial and business elements of diplomacy in traditional theories of diplomacy means that we find ourselves trying to analyse contemporary changes to diplomatic organisation and practice without a suitable conceptual and analytical framework. Highlighting the significance of a political economy approach to diplomacy, and also engaging with orthodox approaches to diplomacy, this article begins to develop some analytical and conceptual tools to better identify, explain and understand changes in diplomatic systems as well as the increased influence of private interests in diplomatic practice now under way.
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Packmohr, Sven, Fynn-Hendrik Paul, and Henning Brink. "Considering Company Size, Level of Responsibility, and Employee Age for Analysing Countermeasures against Barriers to Digital Transformation." Journal of Telecommunications and the Digital Economy 12, no. 1 (2024): 172–95. http://dx.doi.org/10.18080/jtde.v12n1.857.
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Digital Transformation (DT) is gaining traction across all industries. Also, it impacts other sectors, such as non-profit and higher education. DT emerges when connectivity technologies merge with physical assets, potentially affecting value-generating processes and value propositions. These changes will improve effectiveness, business models, and customer relationships. However, firms confront several barriers when they embark on their DT journey. Thus, it is essential to understand how the barriers can be tackled by countermeasures. Understanding the qualities of these countermeasures is critical for businesses to overcome barriers. Thus, this current study searches for similarities and differences across socio-demographic categories representing company size (LE, MLE, SME), level of responsibility (executive, with and without personal responsibility), and age (under 30, 31-40, 41-50, above 50). Data from online surveys revealed 1171 participants’ statements. These were used to extract four dimensions and 39 countermeasures. The most prominent countermeasure dimensions are Human and Organisation. The most prominent countermeasures relate to the education of employees in the form of demand-oriented training and benefits and needs of DT. This research adds to identifying similarities across categories and paves the way for greater generalizability of countermeasures.
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Aremu, Paul Olabode. "Assets Valuation, Mergers and Acquisitions of Business Organisations in Nigeria." Journal of Finance and Accounting 7, no. 1 (2023): 60–75. http://dx.doi.org/10.53819/81018102t4123.
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Although merger and acquisition is very crucial to the growth of organizations, to assess the potential profit and benefits of mergers and acquisitions, company valuation is required. Nevertheless it seems that wrong valuation choices has affected the decisions of many organization as regarding which company to merge with or which one to acquire and this has also affected many business organization. Studies have had inconclusive findings thereby creating a gap which needs to be filled. Hence, this study examined the effect of assets valuation on mergers, and acquisition of selected money deposit banks in Nigeria. This study quantitatively examined how assets valuation affects merger and acquisition of selected money deposit banks in Nigeria. The study employed survey research design. A stratified selection strategy was used to choose a representative sample from the research population. Data were analysed using descriptive and inferential statistics. The study findings shows that Assets valuation has a positive significant effect on mergers, and acquisition of selected money deposit banks in Nigeria (Adj R2 = .279, f = 127.375, p<0.05). The result of hypothesis concluded that assets valuation had a significant effect on merger and acqusition of selected money deposit banks in Nigeria in Nigeria. Based on the findings, the study recommend that adequate valuation of assets be examined or carried before acquiring a bank. Also investors should only invest or merge with banks whose assets have appreciable outlook so as to remain profitable at a long run. Keyword: Assets, Acquisitions, Stakeholders, Mergers, Valuation
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Hassard, Juliet, Teixiera Dulal-Arthur, Jane Bourke, et al. "The relationship between line manager training in mental health and organisational outcomes." PLOS ONE 19, no. 7 (2024): e0306065. http://dx.doi.org/10.1371/journal.pone.0306065.
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Background Line manager (LM) training in mental health is gaining recognition as an effective method for improving the mental health and wellbeing of workers. However, research predominantly focuses on the impacts of training at the employee-level, often neglecting the broader organisational-level outcomes. Most studies derive insights from LMs using self-reported data, with very few studies examining impacts on organisational-level outcomes. Aim To explore the relationship between LM training in mental health and organisational-level outcomes using company-level data from a diverse range of organisations. Methods This study is a secondary analysis of anonymised panel survey data from firms in England, with data derived from computer-assisted telephone surveys over four waves (2020, 1899 firms; 2021, 1551; 2022, 1904; and 2023, 1902). The analysis merged the four datasets to control for temporal variations. Probit regression was conducted including controls for age of organisation, sector, size, and wave to isolate specific relationships of interest. Results We found that LM training in mental health is significantly associated with several organisational-level outcomes, including: improved staff recruitment (β = .317, p < .001) and retention (β = .453, p < .001), customer service (β = .453, p < .001), business performance (β = .349, p < .001), and lower long-term sickness absence due to mental ill-health (β = -.132, p < .05). Conclusion This is the first study to explore the organisational-level outcomes of LM training in mental health in a large sample of organisations of different types, sizes, and sectors. Training LM in mental health is directly related to diverse aspects of an organisations’ functioning and, therefore, has strategic business value for organisations. This knowledge has international relevance for policy and practice in workforce health and business performance.
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Yan, Jing, Jie Gao, and Wei Tang. "Research on the formation mechanism of rural tourism performance differences." Advances in Economics and Management Research 7, no. 1 (2023): 429. http://dx.doi.org/10.56028/aemr.7.1.429.2023.
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As the main measure of the development level of rural tourism industry, the exploration of the factors influencing rural tourism performance has become the focus of academic attention. To this end, the qualitative comparative analysis method of multivariate combinations is used to explore the grouping paths affecting rural tourism performance with the natural material conditions of rural tourism sites, villagers' self-organisation, rural tourism demonstration grades, informal and formal systems as conditional variables, and the annual total income of rural tourism sites as outcome variables. The results show that (1) of the 32 combinations of conditions present in the five antecedent variables, there are a total of four conditional paths consistent with a high performance outcome. (2) The consistency of the antecedent condition group states is greater than the theoretical threshold of 0.8, and the four sufficient condition paths for high performance rural tourism operations, with an overall coverage of 0.668, are able to explain 66.8% of the condition combinations of high performance rural tourism, which has considerable explanatory power. (3) Among the various conditional paths, informal system and formal system are the single elements with the highest frequency of occurrence among the different elements, and the other conditional elements need to merge the two and co-exist regardless of the path. Therefore, informal and formal institutions are significant for enhancing rural tourism performance.
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Aitken, Kim, and Kathryn von Treuer. "Organisational and leadership competencies for successful service integration." Leadership in Health Services 27, no. 2 (2014): 150–80. http://dx.doi.org/10.1108/lhs-08-2012-0028.
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Purpose – The purpose of this paper is to describe a two-part study that has explored the organisational and leadership competencies required for successful service integration within a health consortia in Australia. Preliminary organisational and leadership competency frameworks were developed to serve as reference points as the consortia it expanded to cater for increased service demand in the midst of significant health reform. Design/methodology/approach – The study design is outlined, which involved literature reviews and semi-structured interviews with key stakeholders to ascertain the key determinants of successful service integration at both organisational and leadership levels. Findings – The literature reviews revealed little existing research specifically focused on the organisational and leadership competencies that underpin successful service integration. The themes from the literature reviews and semi-structured interviews informed the preliminary organisational and leadership competency frameworks. Both frameworks are outlined in the paper. Key determinants of successful service integration – at both an organisational and individual leadership level – are also presented. Research limitations/implications – This is a one-organisation case study and the competency frameworks presented are preliminary. However, the study findings provide a foundation for further research focusing on the longer-term success of service integration. Originality/value – Service integration in health is a new and emerging area, and there is little extant research exploring the organisational and leadership competencies underpinning its success. The competency frameworks presented in the paper may be of interest to other consortia and organisations engaged in service integration and other forms of merger and collaboration.
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Thompson, Paul, Terry Wallis, and Jorg Flecker. "The Urge to Merge: Organisational Change and the Merger and Acquisition Process in Europe." Management Research News 14, no. 10 (1991): 32. http://dx.doi.org/10.1108/eb028184.
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Vaananen, A., K. Ahola, A. Koskinen, K. Pahkin, and A. Kouvonen. "Organisational merger and psychiatric morbidity: a prospective study in a changing work organisation." Journal of Epidemiology & Community Health 65, no. 8 (2011): 682–87. http://dx.doi.org/10.1136/jech.2010.126482.
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Beaumont, Jon, and Helen Marshall. "With Change Comes Challenge: Law Firm Mergers." Legal Information Management 11, no. 4 (2011): 289–93. http://dx.doi.org/10.1017/s1472669611000910.
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AbstractIn January 2011, Harvey Ingram and Borneos merged their businesses creating a full service law firm with over 400 staff and approximately 200 fee-earners. The new organisation is based in five sites over the Midlands and the Home Counties. In this article the Information Officer, Helen Marshall, and the Head of Knowledge Management, Jon Beaumont, examine the practical elements of such a merger from the point of view of the Knowledge and Information Team.
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Rafique, Muhammad, Richard David Evans, Muhammad Tahir Nawaz, and Mujtaba Hassan Agha. "Should Organisations Compete or Collaborate when Absorbing New External Knowledge?" International Journal of Advanced Corporate Learning (iJAC) 8, no. 3 (2015): 4. http://dx.doi.org/10.3991/ijac.v8i3.4741.
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Organisations possessing significant resources (Resource Based View) or knowledge, as their significant capability (Dynamic Capability View), are often unaware of their own ability to acquire new knowledge entering the enterprise (level of absorptive capacity); this unawareness can lead to reduced marketplace performance and incorrect decision making, which may result in the wastage of organisational resources, including employee knowledge. This study highlights the key differences in absorptive capacity which firms possess, in the context of resource based and dynamic capability views. Based on these differing perspectives, options are provided for companies who wish to compete or mate/merge with competitors in the market, while discussion is given on the considerations that organisations must take before adopting a suggested option.
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Alshahrani, Mohammed, Mahmoud Alabdali, Wafa Zaid, Rola Mohammod, and Khalid S. M. Husain. "Executing Quality Management Tools to Enhance Customer’s Journey at a Clothes Laundry Firm." European Scientific Journal, ESJ 19, no. 28 (2023): 89. http://dx.doi.org/10.19044/esj.2023.v19n28p89.
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Purpose: This paper focuses on assessing and enhancing the customer’s journey at a laundry company in Saudi Arabia. This begins from the moment the customer arrives at the car park, including the process of receiving the services and subsequently making payment. Design, Methodology, Approach: A mixed-method approach was employed and qualitative data were gathered from focus group interviews and individual interviews. Quantitative data were gathered via the survey. Quality Management Tools were used to develop the action plan and offer conclusions and recommendations that would enhance the customer’s journey and improve satisfaction. Findings: Issues relating to service quality are categorized into five types: promotions, human resources, services, detergent products, and facilities. House of Quality represents the highest 15 prioritized solutions. These recommended solutions' relative weights range between 4 to 9%. The use of these tools highlights areas for improvement and the root causes of each issue. The voice of the customer and the voice of the employees are key sources to obtain valuable input. This research proffers step-by-step practical guideline for service organizations on how they can apply the quality management tools in their business, which will help them identify issues and continue improving. Its implications to academia merge the ServQual theory and QM in customer services and satisfactions. Originality/Value: This study will add value to the literature since there are limited studies employing the seven Quality Management Tools to enhance customer satisfaction and improve their journey. The Saudi laundry market specifically has a dearth of this type of study. The leadership of an organisation in the laundry sector is established through the implementation of tailored quality solutions, the prioritisation of customer satisfaction, and the enhancement of operational efficiency.
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Sharma, Yashasvi, A. Seetharaman, and K. Maddulety. "EMPLOYEES’ RESISTANCE TO CHANGE DURING POST-MERGER INTEGRATION IN SERVICES ORGANISATIONS." PEOPLE: International Journal of Social Sciences 10, no. 1 (2024): 56–68. http://dx.doi.org/10.20319/pijss.2024.101.5668.
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Mergers and acquisitions are an important strategic option for a corporation to drive higher growth and profitability. Despite significant investments being made in mergers and acquisitions, past experiences indicate that many mergers and acquisitions fail. The failure is often attributed to employees’ resistance to change. Factors, such as organisation change, culture, leadership, trust, and communication, among others, lead to employees’ resistance to change. This issue has a significant impact on service organisations since human capital is their key source of competitive advantage. The purpose of this study is to determine factors influencing employees’ resistance to change during the post-merger integration. This paper synthesises findings from a systemised literature review of ‘peer-reviewed’ research papers, published from November 2020 to November 2023, in ProQuest and EBSCOhost databases with keywords ‘employees’ resistance to change’ and ‘post-merger integration’. The findings establish strategies managers could adopt such as creating a continuous learning environment, recognition of the existence of subcultures within a culture, greater involvement of middle managers in the integration phase, devising an appropriate reward plan for early adopters, and focusing on the pace of changes. The study outcomes will help organisations in designing effective post-merger integration programmes leading to efficient use of capital.
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jones, margaret, and claire groom. "checklist for law firm mergers." Legal Information Management 5, no. 3 (2005): 195–97. http://dx.doi.org/10.1017/s1472669605000836.
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my hypothesis on the thinking behind this list is that libraries are organisations which are dynamic self evolving complex systems and so i have applied the simple systems theory template to how to merge two libraries. i think the key thing to remember is that systems cannot change radically or quickly and that they depend on feed-back to adjust their equilibrium. that said it follows that any merger, with its implications of big rapid change, will be difficult for any library system. it will be essential to keep open channels of communication and feed-back both within the immediate environment (the law firms themselves) and the external environment (publishers, service providers, journal subscriptions)
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Stauss, Kimberly, Alishia Ferguson, and Anna North. "Bridging Two Worlds: Using Knowledge Management Theory to Understand the Merging of Two Non-Profit Organisations." Journal of Information & Knowledge Management 10, no. 04 (2011): 301–14. http://dx.doi.org/10.1142/s0219649211003012.
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In today's economic climate, knowledge management is very important to the non-profit sector as these organisations experience the effects of a global recession. Financial instability may lead to downsising that creates a loss of important information. For non-profit organisations, a creative solution to the financial crisis has been re-structuring through multi-agency collaborations and mergers. These restructuring processes are complex and disruptive, making effective knowledge management processes even more important for organisational success. This study employs a qualitative interview design to explore the merger of two non-profit cancer support agencies through the lens of knowledge management theory. Participants of the original agencies shared their views of previous knowledge processes, how the processes changed as a result of the merger and strategies used by the newly formed agency to address merger complexities. Results reflect that one of the original organisations began as a non-profit medical provider with formal culture and communication patterns; the other a grass-roots social service agency with informal structure and communication patterns. These differences contributed to differing views about how the merger was implemented and perceived by various employees and board members. Knowledge gains were generally explicit knowledge processes while knowledge losses were implicit processes. Some important strategies and lessons learned included the need for good documentation of all work processes, an external facilitator, and the need for transparency and collaboration between all constituents.
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Franklin, Rodney C. G., Jeffrey Phillip Jacobs, Otto N. Krogmann, et al. "Nomenclature for congenital and paediatric cardiac disease: Historical perspectives and The International Pediatric and Congenital Cardiac Code." Cardiology in the Young 18, S2 (2008): 70–80. http://dx.doi.org/10.1017/s1047951108002795.
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AbstractClinicians working in the field of congenital and paediatric cardiology have long felt the need for a common diagnostic and therapeutic nomenclature and coding system with which to classify patients of all ages with congenital and acquired cardiac disease. A cohesive and comprehensive system of nomenclature, suitable for setting a global standard for multicentric analysis of outcomes and stratification of risk, has only recently emerged, namely, The International Paediatric and Congenital Cardiac Code. This review, will give an historical perspective on the development of systems of nomenclature in general, and specifically with respect to the diagnosis and treatment of patients with paediatric and congenital cardiac disease. Finally, current and future efforts to merge such systems into the paperless environment of the electronic health or patient record on a global scale are briefly explored.On October 6, 2000, The International Nomenclature Committee for Pediatric and Congenital Heart Disease was established. In January, 2005, the International Nomenclature Committee was constituted in Canada as The International Society for Nomenclature of Paediatric and Congenital Heart Disease. This International Society now has three working groups. The Nomenclature Working Group developed The International Paediatric and Congenital Cardiac Code and will continue to maintain, expand, update, and preserve this International Code. It will also provide ready access to the International Code for the global paediatric and congenital cardiology and cardiac surgery communities, related disciplines, the healthcare industry, and governmental agencies, both electronically and in published form. The Definitions Working Group will write definitions for the terms in the International Paediatric and Congenital Cardiac Code, building on the previously published definitions from the Nomenclature Working Group. The Archiving Working Group, also known as The Congenital Heart Archiving Research Team, will link images and videos to the International Paediatric and Congenital Cardiac Code. The images and videos will be acquired from cardiac morphologic specimens and imaging modalities such as echocardiography, angiography, computerized axial tomography and magnetic resonance imaging, as well as intraoperative images and videos.Efforts are ongoing to expand the usage of The International Paediatric and Congenital Cardiac Code to other areas of global healthcare. Collaborative efforts are underway involving the leadership of The International Nomenclature Committee for Pediatric and Congenital Heart Disease and the representatives of the steering group responsible for the creation of the 11th revision of the International Classification of Diseases, administered by the World Health Organisation. Similar collaborative efforts are underway involving the leadership of The International Nomenclature Committee for Pediatric and Congenital Heart Disease and the International Health Terminology Standards Development Organisation, who are the owners of the Systematized Nomenclature of Medicine or “SNOMED”.The International Paediatric and Congenital Cardiac Code was created by specialists in the field to name and classify paediatric and congenital cardiac disease and its treatment. It is a comprehensive code that can be freely downloaded from the internet (http://www.IPCCC.net) and is already in use worldwide, particularly for international comparisons of outcomes. The goal of this effort is to create strategies for stratification of risk and to improve healthcare for the individual patient. The collaboration with the World Heath Organization, the International Health Terminology Standards Development Organisation, and the healthcare industry, will lead to further enhancement of the International Code, and to its more universal use.
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Wilkin, David, Chris Bojke, Anna Coleman, and Hugh Gravelle. "The Relationship between Size and Performance of Primary Care Organisations in England." Journal of Health Services Research & Policy 8, no. 1 (2003): 11–17. http://dx.doi.org/10.1177/135581960300800105.
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Objectives: To examine the relationship between the size and performance of primary care organisations, the effect of and the reasons for mergers. Methods: Data on size, proxy measures of performance and merger intentions for 71 organisations were extracted from telephone and mail surveys of primary care groups and trusts (PCG/Ts). Results: Of the 22 performance measures examined, only two were significantly associated with size, and over half were not associated with any of the potential explanatory variables. Most organisations (70%) were planning mergers. If all planned mergers take place, the mean size of primary care organisations will double to nearly 200 000. The main reasons for mergers were to make better use of resources and for PCGs to become PCTs. Conclusions: There is little evidence that the performance or efficiency of a primary care organisation is associated with its size. Optimal size may differ for different functions. Mergers are seen as a way of increasing management capacity and may reflect the desire of managers to manage large organisations. There is a risk that larger primary care organisations will recreate hierarchies and lose local ownership and participation.
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YEO, STEPHEN. "Organisation and Creativity: Mere Administration and Mere Theology." Journal of Historical Sociology 9, no. 2 (1996): 243–57. http://dx.doi.org/10.1111/j.1467-6443.1996.tb00185.x.
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Petrilli, Christopher M., Elisabetta Mantengoli, Sanjay Saint, Karen E. Fowler, and Alessandro Bartoloni. "The effect of merging two infectious disease units on hand hygiene adherence in Italy." Journal of Infection Prevention 18, no. 3 (2017): 144–47. http://dx.doi.org/10.1177/1757177416687830.
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Background: Healthcare-associated infections (HAIs) are common and harmful to patients. Effective hand hygiene can help prevent HAIs, however, suboptimal healthcare worker hand hygiene remains problematic across the globe. This study analyses the impact of organisational changes on hand hygiene. Methods: This observational study assessed hand hygiene by different professions before and after a merger of a recently combined infectious diseases (ID) unit coupled with a qualitative study about barriers to optimal hand hygiene. Direct observations were compared with previous data collected on both units before they merged. We also conducted focus groups with the doctors and nurses about hand hygiene. Results: After two ID units merged in 2013, we observed 681 provider–patient interactions. We compared these with a previous observation period in 2012. Hand hygiene adherence among nurses significantly declined after the merger (from 36% to 24%, P <0.001). However, adherence among doctors increased from 51% to 63% after the merger ( P = 0.004). Data from the focus groups revealed a gap between doctor and nurses perceptions of education and goal adherence rates. Conclusions: Our findings underscore the important role played by effective unit leaders to prevent infection. We found long-term sustainability of hand hygiene practices among doctors. However, adherence among nurses was substantially lower.
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Sidhu, Jasvinder, Peta Stevenson-Clarke, Mahesh Joshi, and Abdel Halabi. "Failure to unify Australia’s leading accounting professional bodies." Journal of Management History 26, no. 4 (2020): 491–514. http://dx.doi.org/10.1108/jmh-07-2019-0046.
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Purpose The purpose of this paper is to provide a historical account of four unsuccessful merger attempts between Australia’s two major professional accounting bodies over a 30-year period (1969 to 1998), each of which ultimately failed. An analysis of the commonalities and differences across the four attempts is provided and social identity theory is used to explain the differences between members level of support for these merger bids. Design/methodology/approach This study adopts a qualitative approach using a historical research methodology to source surviving business records from public archives and other data gathered from oral history interviews. Findings The study found that, across all four merger attempts between Australia’s two professional accounting bodies, there was strong support from society members (the perceived lower-status group) and opposition exhibited by institute members (the perceived higher-status group). This study also found that the perceived higher-status organisation always initiated merger discussions, while its members rejected the proposals in the members’ vote. Research limitations/implications This paper focusses on the Australian accounting profession, considering a historical account of merger attempts. Further research is required that includes interviews and surveys of those involved in making decisions regarding merger attempts. Originality/value This paper is the first to examine in detail these four unsuccessful merger attempts between the largest accounting organisations in Australia.
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Csitei, Béla. "Hozzátartozók az antitröszt tényállásokban." Jog, állam, politika 15, no. 3 (2023): 25–42. http://dx.doi.org/10.58528/jap.2023.15-3.25.
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The scope of competition law extends not only to different organisations but also to natural persons who engage in market conduct. Although the Hungarian Competition Act clearly declares that an undertaking can also be a natural person, it does not lay down specific substantive rules for such undertakings, so that the law enforcer is forced to adapt the rules which are essentially formulated for organisational entities to relations between natural persons. The study examines the relevance of relations between natural persons in three areas of competition law: merger control (close relatives in the same undertaking, close relatives in different undertakings, marriage as a merger), antitrust law (agreements between non-independent undertakings), and abuse of the dominant position (size of undertaking, joint dominance).
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Heip, Tine, and Jochen Van den steen. "Person centred care: good practises in an ambulatory mental healthcare setting." International Journal of Integrated Care 23, S1 (2023): 167. http://dx.doi.org/10.5334/ijic.icic23060.
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Introduction: BW IPSO is an organisation that started out as a variety of small organisations in the late 1970. By offering people with a mental illness the possibility to live in sheltered housing, with the guidance of mental healthcare workers, the organisation intended to improve the quality of life for this population. Over the years the organisation grew, merged and became BW IPSO. We now offer 118 places of supported living, going from group homes, to small appartements provided by the organisation, as well as guiding people in their own (social) home.
 Description: Throughout the years, apart from housing and mental health, other life domains became more and more important. The mental healthcare worker became a case manager . In our multiprofessional team we follow the principles of FACT and SRH . If the resident wishes so, the case manager can also become a care coordinator. The principles of SRH comprise of three key aspects: presence-oriented, recovery-oriented and strength-oriented. So together, the resident and mental healthcare worker, will explore every life domain and investigate if the resident wishes to ameliorate or change something on a particular domain. Self-direction in the process is crucial. The life domains are physical health, mental health, administration, living and general daily life activities, religion and meaning, meaningful daily activities/work, social network, learning. The mental healthcare worker walks next to the resident throughout his/her path. A path that may lead to all different kinds of settings, f.e. specialized residential (mental) healthcare, community health centres, ambulatory psychologist/psychiatrist but also a workplace, regular welfare organisations, family, friends… When a resident decides to leave our organisation, (s)he can also choose to stay in ‘follow-up’. This means that the mental healthcare worker will still see this person but less frequent. It is a way to prevent fractions in the care continuum and gives the very important opportunity to shift to a more intensive form of care when needed. Providing continuity in care is essential in our line of work. To make this possible, BW IPSO invests maximum efforts to form partnerships with other organisations or initiatives. Building relations in health systems is vital. Innovations in such systems are affected by collaboration. In making these investments, we aim to give our residents the possibilities to try new things, make connections and improve overall quality of life.
 Conclusion: Over time, many healthcare services have become fragmented, people who are less empowered miss out on proper care. This also applies for a majority of people who suffer of a (severe) mental illness. As an organisation we strive for continuity of care, collaborative partnerships, patient centred care with maximum ownership. We achieve this with a multidisciplinary team of experienced mental health workers in partnership with other organisations and the network of de person in need.
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Yang, Yanan, Christoph Lütge, and Hongwei Yang. "Organisational culture affecting post-merger integration." Review of International Business and Strategy 29, no. 2 (2019): 139–54. http://dx.doi.org/10.1108/ribs-12-2018-0104.
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Purpose The purpose of this paper is to determine the principal organisational cultural dimensions that affect levels of post-merger integration (PMI) in Chinese acquisitions in Germany and to explore the relationship of these specific organisational cultural dimensions and levels of integration. Design/methodology/approach Data set were collected using a structured questionnaire given to Chinese and German managers and employees, who implemented/were responsible for the PMI in 12 Chinese acquisitions in Germany. A total of 120 questionnaires were distributed and there were 67 respondents, corresponding to a response rate of about 56 per cent. Principal components analysis, one-way ANOVA and bi-variate Spearman’s correlation were applied to analyse the data. Findings Findings revealed that five organisational cultural dimensions (i.e. adaptability, consistency, involvement, balance and flexibility) were extracted to be the primary indicators affecting levels of integration in Chinese reverse mergers and acquisitions (M&As) in the German market. Further, adaptability emerged as the only predictor with a significant negative implication on predicting the degree of PMI that Chinese investors would initiate to integrate their acquired German subsidiaries. Originality/value This study is one of the few studies to consider the specific organisational cultural dimensions affecting the integration levels of reverse M&As and is the first study, to the best of our knowledge, to explore the correlations of specific corporate cultural dimensions and integration levels in emerging multinational enterprises’ reverse M&As through quantitative research.
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Orlewicz-Musiał, Małgorzata. "The “Korona” Sports Club – Football and Gymnastic Beginnings of the Podgórze Sports Club." Studies in Sport Humanities 26 (April 28, 2020): 43–49. http://dx.doi.org/10.5604/01.3001.0014.1252.
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The centenary of the “Korona” Sports Club in Kraków is a great excuse to verify knowledge about the genesis of this organisation, to clarify who its creator was and how he contributed to the club’s further development. The article introduces the topic of creating the Podgórze Gymnastics Society “Sokół” and the children’s football team, which, establishing cooperation in 1923, formed an organisational unit under the name the “Korona” Sokół Sports Club. At fi rst, the history of T.G. (Gymnastics Society)”Sokół” in Podgórze, the beginnings of creating the infrastructure by sports facility creators and the way the society operates, is shown. It continued to show how the young footballers brought the team to life, under what conditions they trained, how they changed the club’s name and eventually got the opportunity to use the sports facilities they connected with the Podgórze “Sokoł”. Two-track activity in the fi eld of gymnastics and sport culminated in the merger of these organisational units. The work was absed created on materials available in the Kraków and K.S. (Sports Club) “Korona” archives.
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Moran, Jon. "Anti-Corruption Reforms in the Police: Current Strategies and Issues." Police Journal: Theory, Practice and Principles 75, no. 2 (2002): 137–59. http://dx.doi.org/10.1177/0032258x0207500206.
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During the 1990s a number of high-profile corruption cases, involving police officers engaging in serious criminal activity, merged with wider debates on police integrity. This article examines the anti-corruption strategies employed by the Metropolitan Police and Merseyside Police. Some current risk areas of corruption are examined and then the roles of dedicated anti-corruption units, preventive measures and other techniques are discussed. What appears qualitatively different about the current approach of these two services is the internal commitment which is reflected in the operations of a dedicated anti-corruption unit, the development of preventive measures and the recognition that a successful anti-corruption unit should operate in a developing system of overall ‘professional standards’. The latter includes the development of a series of managerial, organisational and procedural systems extending throughout the organisation.
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Beyerlin, Ulrich. "Strengthening International Governance for Sustainable Development: Expectations for the 2002 Johannesburg World Summit." Potchefstroom Electronic Law Journal/Potchefstroomse Elektroniese Regsblad 5, no. 1 (2017): 16. http://dx.doi.org/10.17159/1727-3781/2002/v5i1a2876.
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During the broad preparatory process for the Johannesburg World Summit there was hope that Johannesburg would become the starting point for establishing a more effective "international environmental governance". However, there is still controversial debate on how to achieve the aim of better governance. As the idea of establishing a Global Environment Organisation (GEO) with which the existing UNEP could merge can, at best be realised in the long run, UNEP should continue to play its leading role in the field of international environmental action. However, it will undoubtedly be unable to do so unless its internal structure and financial base are considerably strengthened. It was certainly a serious handicap that, until recently, the UNEP Governing Council has hampered effective ministerial participation and continuity in governance. Now it is supposed to share its governance role with the newly established Global Ministerial Environment Forum (GMEF), functioning as an additional UNEP policy organ that is expected to provide broad overarching policy advice. The GMEF is determined to meet annually at ministerial level. But there is still controversial debate on the question whether the GMEF, as opposed to the Governing Council, is to be organised as a body with universal membership. In the author’s view, UNEP should continue to function as a non-plenary organ with clear-cut decision-making powers. It should meet at the ministerial level. Considering its broad range of tasks, it should function on a permanent basis in the future. And, finally, it should be assisted by a high-level intergovernmental body for providing broad overarching environmental policy advice; the GMEF might function as such a body. Both UNEP and the Commission on Sustainable Development (CSD) must foster environmental protection and development as a uniform endeavour which urgently requires integrated solutions. This can be done by effecting a pragmatic division of work at functional and operational levels.In addition, three other strategies of strengthening international environmental governance should be pursued: First, the various international environmental treaty-making and treatyimplementation processes should be better harmonised or, at least, co-ordinated; in this context, UNEP is called upon to continue and intensify its efforts to enhance the synergies and linkages between multilateral environmental agreements (MEAs) with comparable areas of focus, by prompting the respective MEA secretariats to enter into appropriate co-ordination arrangements and giving them full logistic support in this respect. Second, as many non-governmental organisations (NGOs) have considerable knowledge and expertise in environmental and developmental matters, States should consider intensifying the partnership with them. Statesshould, however, be empowered to make a selective choice among the mass of NGOs operating at international level. They should accept as partners only those NGOs which meet certain qualitative requirements. Third, as local governments are key components of national sustainable development strategies if such plans are to succeed, the existing local Agenda 21 processes should be expanded and intensified. In particular, supporting the direct engagement of local and sub-national institutions from around the world in international activities and partnerships is an important component of good international environmental governance
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Hayes, Derren. "Coalition of the times: Chyps and Ambition merge into one." Children and Young People Now 2015, no. 7 (2015): 8–9. http://dx.doi.org/10.12968/cypn.2015.7.8.
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On 1 April, the Confederation of Heads of Young People's Services will merge into youth charity Ambition, a move that reflects the increased role voluntary organisations are playing in delivering statutory youth services
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Koenig, Michael, and Kenneth Neveroski. "The Origins and Development of Knowledge Management." Journal of Information & Knowledge Management 07, no. 04 (2008): 243–54. http://dx.doi.org/10.1142/s0219649208002111.
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Though it had earlier antecedents, the concept of Knowledge Management (KM), as we now know it, evolved as a concept in the late 1980s. The term originated in the consulting community. It arose from the merger of two factors: the recognition of the importance to an organisation of its information and knowledge assets, and from the emergence of the Internet and the almost immediate recognition of the utility of the Internet as an information and knowledge sharing tool, particularly for geographically dispersed organisations. KM has gone through four stages: (1) An emphasis upon the new technology and upon the development of "best practices" or "lessons learned". (2) An increased recognition of human and cultural factors, and upon the development of "communities of practice" to facilitate the sharing of information. (3) An increased recognition of the importance of designing the systems for retrievability, and the importance of data design and structure, including taxonomy development and utilisation. (4) An emphasis upon extending KM systems beyond the parent organisation to include, for example, vendors and suppliers, customers, users, alumni, etc. KM has exhibited remarkable staying power and growth in a fashion that is dramatically different from all other business enthusiasms of the late 20th century.
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Baker, Karl, Roger Carman, Graeme Blick, and Stuart Caie. "Mapping New Zealand 2025 – A National Perspective." Abstracts of the ICA 1 (July 15, 2019): 1–2. http://dx.doi.org/10.5194/ica-abs-1-21-2019.
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<p><strong>Abstract.</strong> Land Information New Zealand (LINZ) is in a unique position internationally. This Central Government organisation houses New Zealand’s national mapping agency, hydrographic authority and geodetic survey office all under one roof. This gives the organisation the opportunity to think broadly about future directions and leverage a combined centre of expertise and skills, across the three disciplines, nationwide.</p><p>In 2007, LINZ launched the Geospatial Strategy to improve coordination, sharing and use of geospatial data across New Zealand’s government entities. The Strategy had four goals &amp;ndash; good governance across the system; creating and maintaining key geospatial datasets; accessible and useable Government geospatial data; and interoperability.</p><p>Since then, LINZ has begun a 10-year programme of work &amp;ndash; Mapping New Zealand 2025 &amp;ndash; to deliver the mapping, data and expertise needed to address some of the most significant challenges facing the country, now and in the future &amp;ndash; firstly resilience and climate change, secondly urban growth and thirdly water. These three challenges prioritise LINZ’s work under its 2017 Outcomes Framework. The vision is seamless land and sea mapping, from the top of Aoraki/Mount Cook to the edge of the continental shelf.</p><p>Mapping New Zealand 2025 brings together initiatives, leadership and investment, and builds on core LINZ expertise in mapping and charting, data partnerships with other organisations and new technologies to deliver this programme.</p><p>This paper will give an outline and update on the five major components that make up the Mapping New Zealand 2025 work programme.</p> <ol><li>Improving New Zealand’s Bathymetry Data &amp;ndash; Decision-makers around the world are increasing their use of marine information to tackle issues such as the sustainability of ocean resources. LINZ is working with national and international organisations on projects to drive improvements in New Zealand’s depths information and to map the world’s ocean floors. Coupled with international projects, LINZ is also focusing on local initiatives such as building relationships and partnerships to ensure valuable New Zealand marine data is collected efficiently, is more accessible and reusable. The organisation is also now coordinating retrieval of data, samples and reports from international vessels undertaking marine science research in New Zealand’s Exclusive Economic Zone, Territorial Sea and Continental Shelf.</li><li>National Elevation and Imagery Partnerships &amp;ndash; Aerial imagery and elevation (LiDAR) are foundational data infrastructure for New Zealand, with many critical applications. LINZ operates a successful partnership model for procuring and publishing aerial imagery across New Zealand, an initiative begun after the Canterbury earthquakes, when imagery over Christchurch was in great demand, but not accessible. The initiative has made aerial imagery of the entire country available to all, under a creative commons licence. LINZ has also recently established national coordination of elevation (LiDAR) data to maximise its value to New Zealand. Coordinating procurement partnerships and publishing data for open reuse are the focus of this ambitious initiative.</li><li>Mapping the coastal zone &amp;ndash; New Zealand’s coastal zone is of great economic, social and environmental importance, and it is where climate change processes will impact the most. Fit-for-purpose coastal mapping is essential to modelling and decision-making that help us adapt and mitigate risks to our communities, individual property and infrastructure. LINZ is undertaking a one-year pilot as an initial step towards determining the needs for, and benefits of, improved coastal mapping. The pilot is stocktaking existing datasets that map parts of the coast (or intertidal or littoral zone) and identifying a fit-for-purpose reference frame for analysing data. The work will then move on to investigate the products needed to improve coastal mapping and decision-making and develop a prototype tool for mapping and visualisation.</li><li>Joining land and sea data &amp;ndash; Currently in New Zealand, elevation and depths datasets are captured to a range of reference surfaces and datums, limiting our ability to merge them together. The largest challenges are across the coastal zone, where LINZ is working with the National Institute of Water &amp; Atmospheric Research (NIWA) to develop a tool for ‘seamless’ linking of land and sea data. This project is being run in tandem with improving coastal mapping mentioned above, as the definition of tidal surfaces (such as mean high-water springs) are limited by the accuracy of digital terrain models and the ability to connect tidal surfaces to the coast. This project will also deliver an improved national tidal model. New Zealand’s current model was developed between 1996 and 2000 and is built on a now obsolete platform. The updated model will be recreated on a new platform and be able to use 20 additional years of data and improvements in global modelling technologies.</li><li>Maximising the benefits of Earth observation data &amp;ndash; 2018 saw a greatly increased awareness of the potential applications of Earth observation data and technologies in government, industries and research in New Zealand. LINZ is joining with major stakeholders such as the Ministry of Business, Innovation and Employment’s Space Agency, Venture Southland and the Centre for Space Science Technology to develop a national strategy for maximising the benefits of Earth observation. Aside from this national focus, LINZ will work on how best to utilise Earth observation in our own activities, in areas such as using remote sensing to map our built environments and understanding potential applications for interferometric synthetic aperture radar (InSAR), which uses radar images of Earth’s surface collected by satellites to map ground deformation.</li></ol><p> Each of these five projects are at different stages of maturity. The presentation will cover off what each project has accomplished to date. We will present what the future holds for the programme and how Mapping New Zealand 2025 will allow LINZ, and the wider New Zealand community, to think and work differently.</p>
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Barratt-Pugh, Llandis, and Susanne Bahn. "HR strategy during culture change: Building change agency." Journal of Management & Organization 21, no. 6 (2015): 741–54. http://dx.doi.org/10.1017/jmo.2014.95.
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AbstractThis paper explores the role played by a Human Resources (HR) department orchestrating culture change during the merger of two large State departments with dissimilar cultures. A 2-year case study determined what HR strategies were having the greatest impact on embedding new organisational values to produce a more flexible culture and how these practices could be accelerated. This paper indicates how a more strategic approach by HR departments can support and develop relational managing capability that accelerates cultures change towards a more flexible work environment.This paper describes the context of the change process, the relevant literature, and outlines the research process. The findings from the phases of the data collection are summarised revealing the traumatic perceptions of the change process, but also the instrumental actions of some managers, working creatively with their teams to tackle new tasks and projects. The evidence suggests that these informal practices of task allocation were at the core of change agency in this case study and put the new flexible organisational values into action. The findings illustrate how the organisation moves from valuing managers for their technical competence to valuing managers for their relational competence.The paper then discusses what strategic HR actions were accelerating this process and illuminates the critical role of building managers as change agents. The paper concludes by confirming the need for a strategic approach by HR during organisational change. Building manager capability and supporting informal change agency practices is presented as a core focus for HR during such organisational cultural change programmes.
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Ferlie, Ewan, and Andrew Pettigrew. "Coping With Change in the NHS: A Frontline District's Response to AIDS." Journal of Social Policy 19, no. 2 (1990): 191–220. http://dx.doi.org/10.1017/s0047279400001999.
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ABSTRACTThe core of this paper is a case study of how a District Health Authority (Paddington and North Kensington, now Parkside DHA following a recent merger with Brent DHA) in Inner London responded to a major new health care issue of the 1980s—Aids, but the paper also seeks to locate this case study material within wider debates. What theories are there of organisational change which could be used to illuminate policy and service change in the health care sector? How, indeed, do we best study change in health care organisations? The paper is thus in three parts. In the first section we identify some streams of literature which act as a frame of reference defining our initial research question and discuss implications for methodology. The second section presents the case itself, while the last section discusses some emerging findings.
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Parkkali, Petra, Hanna Lehtimäki, and Tojo Thatchenkery. "Appreciative Intelligence®: post merger communication in a public organisation." International Journal of Human Resources Development and Management 15, no. 2/3/4 (2015): 115. http://dx.doi.org/10.1504/ijhrdm.2015.071159.
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Letza, Steve, and Xander Vehof. "Work Councils, Acquisitions and Corporate Governance in the Netherlands - Creating an Organisation within an Organisation." European Business Law Review 18, Issue 4 (2007): 667–82. http://dx.doi.org/10.54648/eulr2007029.
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Through legislation, the Dutch system of corporate governance has sought to provide a role for employees, as a stakeholder group, through the statutory rights given to works councils. This paper seeks to examine how that role and the rights of employees can be distorted in a merger and acquisition event. The Dutch system of Works Councils appears to have been developed within the context of a single firm, single jurisdiction environment where the complications of a parent-subsidiary group relationship involving crossing of boundaries of both culture and jurisdiction are not considered. The events at Delta Lloyd Group are provided as a case-study to illustrate the difficulties of Works Councils in a corporate group structure. This is placed within the context of corporatism as a transformation process and a changing framework for governance and worker participation at EU level.
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Amundson, Norman E., Polly Parker, and Michael B. Arthur. "Merging Two Worlds: Linking Occupational and Organisational Career Counselling." Australian Journal of Career Development 11, no. 3 (2002): 26–35. http://dx.doi.org/10.1177/103841620201100314.
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This article proposes a merger between the traditionally separate worlds of occupational and organisational career counselling. It is suggested such a merger can be achieved through a self-organising view of careers, and of helping people exercise greater influence over their own career directions. This view is supported by describing the combined application of ‘intelligent career’ theory and ‘active engagement’ practice, and by illustrating that application through a complementary career counselling tool called the Intelligent Career Card Sort. The article proceeds with a brief report on how a related approach might be used within ‘career communities’, where these are self-organising phenomena in which people find career support. The conclusion invites career counsellors to develop a career community of their own, in order to pursue the proposed merger of counselling approaches.
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Lancaster, Sue, and Lee Di Milia. "Developing a supportive learning environment in a newly formed organisation." Journal of Workplace Learning 27, no. 6 (2015): 442–56. http://dx.doi.org/10.1108/jwl-08-2014-0061.
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Purpose – The aim of this study was to examine the factors that employees perceived were important in creating a supportive learning environment in a recently merged organisation. The study provides rich qualitative data from the employees’ perspective. Design/methodology/approach – This case study used a qualitative phenomenological constructivist approach. Data were collected through semi-structured interviews and analysed with the aid of NVivo. The study was conducted in a large government-owned organisation in Australia and the sample consisted of 24 recent graduates of leadership development programs. Findings – The results suggested that together with the organisation’s leadership, there are several distinguishing characteristics of a learning environment. These include learning with colleagues, openness to new ideas and change, building relationships, open communication, sharing the learning, coaching and reflection. Providing support for managers to gain confidence and self-awareness was important to their ability to apply their learning. The results also suggest that learning with colleagues from different regional and functional areas helps to reform subcultures and contributes to an overarching learning culture and hence to creating a supportive learning environment. Some hindrances were also discovered. Originality/value – This study gives voice to employee perceptions of the important factors required to create a supportive learning environment. The authors used a qualitative methodology in a field dominated by quantitative studies to provide rich data that extends the extant literature.