Bibliografías temáticas / Organisational change

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Literatura académica sobre el tema "Organisational change"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 2025

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Artículos de revistas sobre el tema "Organisational change"

Hafis Ahmad, Mohd, Syuhaida Ismail, and Abd Latif Saleh. "Readiness of Organisation and Employees in the Malaysian Public Organisation Towards Change Management." International Journal of Engineering & Technology 7, no. 2.29 (2018): 607. http://dx.doi.org/10.14419/ijet.v7i2.29.13984.

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Organisational change refers to the transformation of an organisation from its present condition to some intended conditions in the future in minimising refusal from employees and expenditure of running the organisation while simultaneously boosting the productiveness of the change attempt. This paper aims to appraise the change administration of organisations in Malaysia since limited research have been done to examine whether the employees are ready to accept change in the organisation. This research is materialising its objectives of (1) identifying the attributes of change management in th

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ARAVOPOULOU, Eleni. "ORGANISATIONAL CHANGE: A CONCEPTUAL AND THEORETICAL REVIEW." Nowoczesne Systemy Zarządzania 10, no. 1 (2015): 19–32. http://dx.doi.org/10.37055/nsz/129349.

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The organisational change is a phenomenon which has gained attention from theoretists and practioners alike. The paper analyzes the notion of change, oragnizational change and types of change. The paper is of theoretical nature. Several authors have perceived organisational change as a “response” to an organisation’s internal and/or external environment. The paper investigates different perspectives of emergent change basing on Kanter et al., (1992) Kotter (1996) and Luecke (2003). The author highlights that these three models have some common features: a development of vision and leadership.

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Velykykh, K. "STRATEGIC PLANNING AS AN EFFECTIVE TOOL OF ORGANISATIONAL CHANGE." Series: Economic science 2, no. 183 (2024): 43–47. http://dx.doi.org/10.33042/2522-1809-2024-2-183-43-47.

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It is possible to understand strategic planning as a process consisting of defining a vision of the future, systematically analysing opportunities and threats in the external environment, as well as strengths and weaknesses of the organisation to develop strategies and actions that contribute to achieving this vision. Strategic management relies on strategic administration and planning, with some administrative aspects added during its implementation, such as organisational change, human resources management, control, performance, and organisational effectiveness. A factor of great importance

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A. D., Pearce, and Pons D. J. "Defining Lean Change—Framing Lean Implementation in Organizational Development." International Journal of Business and Management 12, no. 4 (2017): 10. http://dx.doi.org/10.5539/ijbm.v12n4p10.

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Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and eme

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HM, Manda, and Andi Zainal Abidin. "The Role of Leadership in Managing Information Technology Change and its Impact on Organisational Human Resources." Technology and Society Perspectives (TACIT) 1, no. 3 (2023): 112–21. http://dx.doi.org/10.61100/tacit.v1i3.59.

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The development of information technology (IT) has significantly changed the way organisations operate and communicate. In the digital era, organisations that want to remain competitive and relevant must be able to manage information technology changes well. The purpose of this study is to examine the role of leadership in managing information technology change and its impact on organisational HR. This research is a literature review that utilises qualitative methods, which means that it will analyse and interpret data by utilising information and text derived from various sources. The results

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Juchniewicz, Mateusz, Dorota Luba, and Monika Mądel. "Implementing change in organisations: key challenges." Journal of Management and Financial Sciences, no. 44 (December 28, 2021): 9–23. http://dx.doi.org/10.33119/jmfs.2021.44.1.

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A VUCA world (described with four attributes: volatility, uncertainty, complexity, and ambiguity) and the resulting need to implement changes continuously in almost every area of organisational activity have enhanced the awareness of organisations with regard to searching for skilful managers/leaders of change and building up competencies in change management amongst their staff. At the same time, however, quite a large proportion of changes fail. The paper aims to identify major challenges faced when implementing significant changes in an organisation using two case studies as an example. The

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Mutebi, Henry, Joseph Mpeera Ntayi, Moses Muhwezi, and John C. Kigozi Munene. "Self-organisation, adaptability, organisational networks and inter-organisational coordination: empirical evidence from humanitarian organisations in Uganda." Journal of Humanitarian Logistics and Supply Chain Management 10, no. 4 (2020): 447–83. http://dx.doi.org/10.1108/jhlscm-10-2019-0074.

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PurposeTo coordinate humanitarian organisations with different mandates that flock the scenes of disasters to save lives and respond to varied needs arising from the increased number of victims is not easy. Therefore, the level at which organisations self-organise, network and adapt to the dynamic operational environment may be related to inter-organisational coordination. The authors studied self-organisation, organisational networks and adaptability as important and often overlooked organisational factors hypothesised to be related to inter-organisational coordination in the context of human

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Khalid, Noor Khairin Nawwarah, Aini Maznina A. Manaf, and Rizalawati Ismail. "Managing Organizational Change: The role of Middle Managers’ Stories and Emotional Reflexivity." Sains Humanika 16, no. 1 (2023): 43–56. http://dx.doi.org/10.11113/sh.v16n1.2078.

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Previous studies have increasingly emphasised on the important roles of middle managers’ emotions in ensuring successful organisational change implementation. However, earlier research rarely focuses on middle managers’ emotional reflexivity during organisational change. The lack of awareness in practicing emotional reflexivity during change can affect middle managers’ work life quality where they can experience emotional vulnerability, workplace isolation and high sense of inadequacies. Using Communicative constitution of organisations the Montreal School (CCO TMS) as the theoretical underpin

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McDonald, Corent, and Clement Branche. "Caribbean Society and Organisation: Change and Transformation." Caribbean Journal of Education and Development 1, no. 3 (2024): 157–74. http://dx.doi.org/10.46425/cjed1101031822.

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Established and strongly embedded forms of inclusion and exclusion, tension and dynamic between the formal and the informal exists within Caribbean organisations. A study of organisational change was undertaken in two Jamaican organisations of 22 participants each, and questions raised about this transformational problematic of organisation/development and change. The study, set against the backdrop of structural-psycho-socio-cultural dynamics, investigated the way that employees cognitively appraised organisational change. A comparative multi-dimensional systems approach was employed and also

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Noor Khairin Nawwarah Khalid and Aini Maznina A.Manaf. "Managing Organisational Change: The Role of Polyphony and Emotional Reflexivity." Journal of Advanced Research in Business and Management Studies 34, no. 1 (2024): 42–60. http://dx.doi.org/10.37934/arbms.34.1.4260.

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Despite the profound impact of polyphonic practices in helping leaders and organisational members to achieve a successful organisational change effort, many organisations are still unable to engage in excellent change communication activities. As such, the organisations will face difficulties in achieving their short and long-term goals, create more misunderstandings among employees, and diminish both employees and customers’ trusts. Previous research studies have also progressively highlighted cultural factors has been one of the influential factors that affect the communication behaviours of

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Tesis sobre el tema "Organisational change"

Apelt, Christina L. "Organisational change in public organisations." Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/73086/2/Christina_Apelt_Thesis.pdf.

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This research applies a multidimensional model of publicness to the analysis of organisational change and in so doing enriches understanding of the public nature of organisations and how public characteristics facilitate change. Much of the prior literature describes public organisations as bureaucratic, with characteristics that are resistant to change, hierarchical structures that impede information flow, goals that are imposed and scrutinised by political authority and red tape that constrains decision-making. This dissertation instead reports a more complex picture and explains how public

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Kingswood, Martha. "Being organisationally changed : exploring with NHS professional staff the impact of organisational change." Thesis, University of Essex, 2014. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.617078.

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Organisational change within the NHS is a familiar event. This study explored the impact it has on staff in a clinical setting , and focuses on how staff experience such change. The study took place in two Child and Adolescent Mental Health Services, in two separate NHS Trusts in England. The exploration is qualitative, using grounded theory, and data collection is through semi-structured individual interviews completed at two points in time: the initial principal interview, and a follow up interview. Sampling is purposive and focused on staff within multi-disciplinary teams providing front-li

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Siddieg, T. E. S. I. "Culture and organisational change in a major Sudanese organisation." Thesis, Lancaster University, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.304295.

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Mia, Mohammad Badruddozza. "ICT-based information systems and organisational change in microfinance organisations." Thesis, Open University, 2013. http://oro.open.ac.uk/54684/.

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Microfinance has been used as a means of alleviating poverty for many years. A large number of organisations implement microfinance, covering a significant proportion of the world population. This study looks into the information systems (IS) of microfinance following an interpretive epistemological philosophy, drawing on research approaches within the fields of IS and organisational studies. It is based on an in-depth comparative case study in six micro finance organisations with different features and characteristics, combined with a questionnaire survey covering fifty-eight microfinance org

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Kyriakidou, Olympia. "Organisational identity and change : the dynamics of organisational transformation." Thesis, University of Surrey, 2001. http://epubs.surrey.ac.uk/723/.

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Bin, Ali K. "Planned incrementialism in organisational change." Thesis, Swansea University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.636096.

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This thesis has presented an insight on the application of power coercive approach to organisation change. It has been concerned with the organisational change in the restructuring of health care, a case in point is the pathology service in a restructured hospital. The study has shown the process of change and the behaviour of people at work. The restructuring process per se has been a success, but the social system seems not to have progressed in parallel. This might arise from the fact that the planners for change were more focused on the health care economics and development, leaving the so

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Chetty, Trevlyn Albert. "Leadership sacrifice for organisational change." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/29454.

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As organisations strive to become more competitive and leaner, leadership and leading change have become key ingredients in the recipe for success. However leaders in times of difficult organisational change may not be effective in leading the change for themselves and their people. The leader’s ability to see and work beyond his or her personal needs is becoming more prevalent - leaders like Nelson Mandela and Mahatma Ghandi showed a special kind of behaviour that was fulfilling to a greater purpose.This has prompted the need to gain a deeper understanding into self-sacrificial leadership tha

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Cao, Guangming. "Systems thinking and managing organisational change." Thesis, University of Bedfordshire, 2001. http://hdl.handle.net/10547/293966.

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This thesis is about how systems thinking might contribute to the successful management of change (MOC). The motivation is the increasing importance of MOC in an environment where competition and internationalisation of markets are ever intensifying: organisations either "change or die", yet MOC suffers adversely with unacceptably high failure rates. A critique of MOC literature shows that current MOe methodology is characterised by reductionist approaches with a diversity of confusing and contradictory suggestions and recipes. This is seen to be impoverished where different types of

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Cilliers, Barbara. "Coping with uncertainty during organisational change /." St. Lucia, Qld, 2003. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17364.pdf.

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Kaniadakis, Antonios. "The Agora of Techno-Organisational Change." Thesis, University of Edinburgh, 2007. http://hdl.handle.net/1842/24754.

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This thesis seeks to enhance our understanding of the Technology-Organisation (T-O) relationship by developing a novel theorisation, based on the concept of the Agora of Techno-Organisational Change (ATOC). This concept is developed and examined in relation to detailed studies around a Greek Bank (GB) and a systems supplier (SIF). The thesis starts by exploring various approaches to analyzing the T-O relationship articulated from different disciplines. It identifies a number of shortcomings – linked to key theoretical distinctions/debates in social sciences (action-structure, micro-macro, glob

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Libros sobre el tema "Organisational change"

Hodgson, Martin. Organisational change. Croner Publications, 2001.

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Close, C. Derek. Managing organisational change. Phab, 1993.

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S, Ramnarayan, ed. Managing organisational change. Sage Publications, 1998.

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Jones, C. Stuart. Accounting and organisational change. School of Information Systems, University of East Anglia, 1988.

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Coyle, Angela. Women and organisational change. Equal Opportunities Commission, 1995.

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Coyle, Angela. Women and organisational change. Equal Opportunities Commission, 1995.

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Tonder, C. L. Van. Organisational change: Theory and practice. Van Schaik, 2004.

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Egan, Aidan. Organisational change in Aer Rianta. University College Dublin, 1989.

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van Nistelrooij, Antonie. Embracing Organisational Development and Change. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-51256-9.

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Grabot, Bernard, Anne Mayère, and Isabelle Bazet, eds. ERP Systems and Organisational Change. Springer London, 2008. http://dx.doi.org/10.1007/978-1-84800-183-1.

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Capítulos de libros sobre el tema "Organisational change"

Cordell, Andrea, and Ian Thompson. "Organisational Change." In The Procurement Models Handbook. Routledge, 2019. http://dx.doi.org/10.4324/9781351239509-54.

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Shepherd, Andrew. "Organisational Change." In Sustainable Rural Development. Macmillan Education UK, 1998. http://dx.doi.org/10.1007/978-1-349-26211-3_9.

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Mishra, Paritosh, Balvinder Shukla, and R. Sujatha. "Organisational Change." In Human Resource Management for Organisational Change. Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-3.

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Maughan, Mike. "Managing Change." In Organisational Behaviour. Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-31243-3_10.

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Kelly, Gráinne. "Managing organisational change." In Organisational Behaviour. Macmillan Education UK, 2016. http://dx.doi.org/10.1057/978-1-137-42945-2_13.

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Leach, Steve, John Stewart, and Kieron Walsh. "Organisational Continuity and Organisational Change." In The Changing Organisation and Management of Local Government. Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23589-6_2.

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Mishra, Paritosh, Balvinder Shukla, and R. Sujatha. "Organisational Culture and Organisational Change." In Human Resource Management for Organisational Change. Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-6.

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Pettinger, Richard. "Change." In Introduction to Organisational Behaviour. Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24683-0_17.

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Stark, John. "Manage Organisational Change." In Digital Transformation of Industry. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-41001-8_25.

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Boyer, Robert, and Jean-Pierre Durand. "Towards Organisational Change?" In After Fordism. Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-14027-5_8.

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Actas de conferencias sobre el tema "Organisational change"

Majnoor, Nisbath, and Vinayagam K. "Impact of Organisational Agility on Change Management with the Mediating Effect of Technological Advancement in its Sector." In 2025 International Conference on Automation and Computation (AUTOCOM). IEEE, 2025. https://doi.org/10.1109/autocom64127.2025.10956242.

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Harjac, S., A. Atrens, and H. Moss. "A Unique Assessment of CO2 Removal Plant Corrosion." In CORROSION 2007. NACE International, 2007. https://doi.org/10.5006/c2007-07401.

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Abstract A review of the operational history of Hot Potassium Carbonate (HPC) acid gas removal plants has shown that corrosion incidents have been attributed to a number of events and that corrosion problems have been long standing. Usually a recalcitrant long-standing problem can be identified as occurring at a specific time and be linked with a change to process / plant operating conditions and hence it is beneficial to widely review the operating history of a process. Such an approach may be supported by the framework of the Six Sigma methodology. This paper reviews the plant-based reports

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Razmerita, Liana, Armin Peroznejad, Niki Pantelli, and Dan Kärreman. "Adapting to the Enforced Remote Work in the Covid 19 Pandemic." In Digital Support from Crisis to Progressive Change. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-485-9.44.

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Remote work provides an alternative method of working for organisations, which in turn became a norm during the Covid-19 pandemic. In this, paper, we study adaptation practices introduced by both individuals and organisations as a way for managing the enforced remote work. The study draws upon 33 interviews collected over a year during different phases of the Covid 19 pandemic. We apply adaptation theory lenses to examine the adaptation process over time and new digital working practices. In our study, we extend technological practices by including organisational and behavioral practices. We a

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Sun, Qian. "Service design in organisational change." In DRS2022: Bilbao. Design Research Society, 2022. http://dx.doi.org/10.21606/drs.2022.416.

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Grebić, Bojan, Danijela Ciric Lalic, Milena Savkovic, Danijela Gracanin, and Dragan Dakic. "FROM FRAGILE TO AGILE: BUILDING ORGANISATIONAL RESILIENCE THROUGH AGILE TRANSFORMATION." In INTERNATIONAL Conference on Business, Management, and Economics Engineering Future-BME. Faculty of Technical Sciences, Novi Sad, 2025. https://doi.org/10.24867/future-bme-2024-012.

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Considering that agility fosters change readiness, ambidexterity, and adaptability—attributes that typically augment organisational resilience—this paper investigates agile transformation to identify its core elements that underpin organisational resilience and promote its development across the organisation. We begin by examining the fundamentals of both agile transformation and organisational resilience, followed by an in-depth analysis of their interdependencies. We conclude by discussing the implications of agile transformation as a pivotal strategy for organisations to cultivate resilienc

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Shahu, S. R., A. Iyer, and A. G. Tawalare. "‘Plan of action’ for organisational change: a case study of Indian public sector construction organisation." In World Construction Symposium - 2024. Department of Building Economics, 2024. http://dx.doi.org/10.31705/wcs.2024.66.

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Recently, one of the Indian public sector construction organisations has adopted app-based work measurement and its billing system to reduce the cycle time in the “Procure to Pay” process. Though it could be a small technological change in the working process that has re-engineered the “As-is” processes, it changes the entire organisational dynamics thereby eliminating gaps in the system. Therefore, this paper provides insights into these change management practices in the public sector construction organisation in the context of implementing technological change in the work process. To develo

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Ali, Irena, Leoni Warne, Derek Bopping, Dennis Hart, and Celina Pascoe. "Organisational Paradigms and Network Centric Organisations." In InSITE 2004: Informing Science + IT Education Conference. Informing Science Institute, 2004. http://dx.doi.org/10.28945/2842.

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Many organizations grapple with uncertainty and vagaries of economic and political climate. A number of companies attained dramatic competitive advantages in their fields by creating comprehensive, complex communication and information networks. These companies, facilitated by the increasing efficiencies and speed of information technology, remained flexible and adaptable to change by working in a network centric way. Much of the network centric (NC) related work done to date has been mainly in the technological domain. This paper focuses on the human and organizational factors that need to be

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Thorneycroft, Sarah. "Maybe It's Us: Imagining Organisational Learning Design." In ASCILITE 2020: ASCILITE’s First Virtual Conference. University of New England, Armidale, 2020. http://dx.doi.org/10.14742/ascilite2020.0123.

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Higher education is in crisis mode, and as organisations we need to find new ways to exist. The traditional entities tasked with change in the sector have had limited impact, however, and it may be time to explore new catalysts for organisational change. This short narrative paper describes one such potential catalyst, the concept of organisational learning design – a new practice domain that harnesses the capabilities and affordances of learning design and evolves them beyond technology into organisational learning and organisational culture practices to create a high-leverage change agent.

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Korsakienė, Renata, Rūta Juodeikė, and Monika Bužavaitė. "Factors Impacting and Restricting Success of Organisational Changes." In Contemporary Issues in Business, Management and Education. Vilnius Gediminas Technical University, 2017. http://dx.doi.org/10.3846/cbme.2017.096.

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Social, economic and technological changes constantly change business landscape and raise an array of challenges to organisations. Organizations have to adapt to the environmental changes and maintain competitiveness and flexibility. Thus, changes aim to transform current state of organisations, to increase productivity and competitive advantage in the market. On the other hand, a number of investigations confirm that majority of organisational changes fail and do not produce an expected performance. Scientific literature suggests various management methods and links these methods to the desir

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Brier, John, Lucia Rapanotti, and Jon G. Hall. "Problem-based analysis of organisational change." In the 2006 international workshop. ACM Press, 2006. http://dx.doi.org/10.1145/1138670.1138674.

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Informes sobre el tema "Organisational change"

Gurung, J. D., and V. Groverman. Gender and Organisational Change: Training Manual. International Centre for Integrated Mountain Development (ICIMOD), 2001. http://dx.doi.org/10.53055/icimod.370.

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Gurung, J. D., and V. Groverman. Gender and Organisational Change: Training Manual. International Centre for Integrated Mountain Development (ICIMOD), 2001. http://dx.doi.org/10.53055/icimod.370.

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Georgalakis, James, Saira Ahmed, Vaqar Ahmed, et al. Stories of Change: Covid-19 Responses for Equity. Institute of Development Studies, 2023. http://dx.doi.org/10.19088/core.2023.018.

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Covid-19 Responses for Equity (CORE) was a three-year, CA$25m rapid research initiative that brought together 20 research projects to understand the socioeconomic impacts of the pandemic, improve existing responses, and generate better policy options for recovery. The research, funded by the Canadian International Development Research Centre (IDRC), took place across 42 countries in Africa, Asia, Latin America and the Middle East. The Institute of Development Studies (IDS) supported CORE to maximise the learning generated across the research portfolio and deepen engagement with governments, ci

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Rekawek, Kacper. “People are still fighting.” (Lack of) Change for the Foreign Fighters for Ukraine. International Centre for Counter Terrorism, 2025. https://doi.org/10.19165/2025.5117.

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The project, entitled “Anti-Dox: Identifying, Evaluating and Countering Disinformation in Times of War”, is supported by the European Media and Information Fund - managed by the Calouste Gulbenkian foundation. This project is looking at pro-Russian doxing practices against pro-Ukraine foreign individuals based in Ukraine and abroad. This report picks up where one of the authors’ earlier work left off and attempts to take stock of the foreign fighting phenomenon in and for Ukraine as of early 2025. It will evolve around one central theme discussing change, or lack thereof, in the reality on the

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Johnson, Ginger. Information preparedness and community engagement for climate change response in the Eastern and Southern Africa Region. Part 1: Qualitative question modules for responders to develop a localised emergency action plan. Institute of Development Studies, 2025. https://doi.org/10.19088/sshap.2024.067.

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This resource is intended to help responders determine organisational priorities and needs to develop a localised preparedness and response strategy for the multi-hazard impacts of El Niño and other relevant climatic events (e.g., drought, flooding, cyclones). The question modules in this resource should be reviewed alongside a companion Social Science in Humanitarian Action Platform (SSHAP) briefing document available here.

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Howard, Jo, Evert-jan Quak, and Jim Woodhill. Lessons Learned From K4D Learning Journeys: A Practical Approach for Supporting Learning in Development Organisations. Institute of Development Studies, 2022. http://dx.doi.org/10.19088/k4d.2022.166.

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The Knowledge, Evidence and Learning for Development (K4D) Programme, which started in 2016, came to an end in September 2022. This K4D working paper reflects on the learning processes and approaches facilitated by this programme, through ‘learning journeys’ conducted in collaboration with staff of the Foreign Commonwealth and Development Office (FCDO) in the United Kingdom. A total of 45 learning journeys took place, of which 33 have been assessed for this working paper. Through this assessment, we test our proposed Theory of Change for organisational learning (OL) in the context of internati

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Gordon, Eleanor, and Briony Jones. Building Success in Development and Peacebuilding by Caring for Carers: A Guide to Research, Policy and Practice to Ensure Effective, Inclusive and Responsive Interventions. University of Warwick Press, 2021. http://dx.doi.org/10.31273/978-1-911675-00-6.

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The experiences and marginalisation of international organisation employees with caring responsibilities has a direct negative impact on the type of security and justice being built in conflict-affected environments. This is in large part because international organisations fail to respond to the needs of those with caring responsibilities, which leads to their early departure from the field, and negatively affects their work while in post. In this toolkit we describe this problem, the exacerbating factors, and challenges to overcoming it. We offer a theory of change demonstrating how caring f

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Sinha, Ria. NGOs and tribal development. Indian School of Development Management, 2024. https://doi.org/10.58178/246.1046.

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Non-governmental Organisations (NGOs) play an important role in addressing deep-rooted challenges such as marginalisation, that hamper the socio-economic progress of the tribal community in Palghar district of Maharashtra. They, in collaboration with the (state) government, serve as catalysts that can bring about systemic change. This study uses the multi-case study approach to examine NGOs working in the education sector and those that provide livelihood interventions in Palghar district (Maharashtra). Insights were drawn through semi-structured interviews, and a comprehensive analysis of doc

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Kelly, Luke. Humanitarian Evidence and Discourse Summary March 2025. Institute of Development Studies, 2025. https://doi.org/10.19088/k4dd.2025.029.

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Monthly Humanitarian Evidence and Discourse Summaries aim to signpost FCDO and others to the latest relevant evidence and discourse on humanitarian action. It is structured around FCDO humanitarian framework themes: • Protect: Protect civilians, IDPs, refugees, marginalised groups including women and girls, and humanitarian access. • Prioritise: Prioritise effective humanitarian assistance to people in greatest need. • Prevent: Prevent and anticipate future shocks and rebuild resilience in protracted and recurring crises. Further detail on methodology and scope at the end. Click on the hyperli

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Kelly, Luke. Humanitarian Evidence and Discourse Summary January 2025. Institute of Development Studies, 2025. https://doi.org/10.19088/k4dd.2025.016.

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