Workers’ Participation Stimulated by the Economic Failure of Traditional Organization

1989 ◽  
pp. 229-267 ◽  
Author(s):  
Jürgen Backhaus
Keyword(s):  
Traditional Organization ◽  
Economic Failure

Economic Failure and Change in Sudan

2016 ◽  
Author(s):  
Issam A.W. Mohamed
Keyword(s):  
Economic Failure

The departure of the Greeks from Egypt, 1961: the perspective of Greek diplomacy

2020 ◽  
pp. 1-18
Author(s):  
Evanthis Hatzivassiliou
Keyword(s):  
Near East ◽  
Political Leaders ◽  
The Mediterranean ◽  
Younger Generation ◽  
Post War ◽  
The Many ◽  
Economic Failure

The departure of the greater part of the Greek community from Egypt is one of the many sad stories of the post-war Mediterranean. This article focuses upon the reports of the Greek Consul-General in Alexandria, Byron Theodoropoulos, regarding the Egyptian ‘Socialist Laws’ of summer 1961, which gave the coup de grâce to the Greek community. It argues that the expulsion of the Greeks was part of a wider redistribution of power in the region. This episode, together with similar experiences in other parts of the Mediterranean, evidently cemented the determination of a younger generation of political leaders and diplomats to seek Greece's future in the cosmopolitan, post-nationalist West, rather than in a ‘Near East’ rife with nationalism and economic failure.

Labor Motivation and Stimulation Mechanism in Learning Organization Formation

2021 ◽  
pp. 19-22
Author(s):  
Ekaterina Kuryachaya ◽  
I. Kul'kova
Keyword(s):  
Learning Organization ◽  
Integrated Approach ◽  
Monetary Incentives ◽  
Management Mechanism ◽  
Organization Model ◽  
Motivation System ◽  
Hr Management ◽  
Relevant Topic ◽  
Traditional Organization ◽  
Self Learning

The article is devoted to a relevant topic − the HR management system creation during the transforming a traditional organization into a self-learning one, and, first of all, a staff motivation system. The scientific novelty element is the developed and tested complex HR management mechanism, which is closely related to the results and employees' performance assessment. A tested and implemented mechanism for managing the employees’ motivation system is proposed, which is one of the stages in the formation of the self-learning organization model; the motivation management principles and guidelines for building a motivation system based on an integrated approach, including systems of monetary, non-monetary incentives, as well as social guarantees systems.

Digital innovation in context

2019 ◽  
Vol 32 (3) ◽  
pp. 696-714 ◽  
Author(s):  
Daniel Nylén ◽  
Jonny Holmström
Keyword(s):  
Centralized Control ◽  
Church Of Sweden ◽  
Advertising Agency ◽  
Digital Innovation ◽  
Content Type ◽  
Organizational Settings ◽  
Interpretive Case Study ◽  
Traditional Organization

Purpose The purpose of this paper is to investigate how digital innovation processes emerge and evolve in organizational settings, and how serendipitous and unbounded digital innovations affect organizations’ overall digital directions. Design/methodology/approach The authors draw on an interpretive case study of the Church of Sweden, tracing in detail the design, deployment and governance of an interactive website for digital prayer, the Prayer Web (PW). Findings The findings show how the site came about in a serendipitous manner, created by an advertising agency as part of a marketing campaign. In turn, the unbounded nature of digital innovation was revealed as the wide and rapid adoption of the PW raised issues concerning the church’s overall digital direction linked to centralized control, as well as the nature and role of pastors, prayer and communities, as the site allowed people to post prayers and spread their messages (initially with no moderation). Originality/value The authors explore the serendipitous and unbounded ways in which digital innovation emerged and evolved in a traditional organization with a long legacy as an important societal institution. The paper contributes by generating rich insights on the role of the distinct aspects of digital technology in serendipitous and unbounded digital innovation. It particularly highlights how the editability and reprogrammability of digital artifacts triggered unexpected new behaviors and governance requirements in the organization under study. The authors encourage further research into the interrelationship between multiple unbounded and serendipitous digital innovations in an organization over time.

scholarly journals THE PHENOMENON OF SILVIO BERLUSCONI

2016 ◽  
pp. 117-130
Author(s):  
A. Y. Kovaleva
Keyword(s):  
Public Discourse ◽  
Political Agenda ◽  
National Leader ◽  
Political Communications ◽  
Traditional Organization ◽  
Traditional Institutions ◽  
Italian Politics ◽  
Personal Success ◽  
Silvio Berlusconi ◽  
Controversial Nature

Silvio Berlusconi, former Italian Prime Minister, is about to turn 80 this September. He has dominated Italian politics since 1994 and is now Italy's longest-serving PM since Mussolini. He has survived countless forecasts of his imminent departure. Political researchers argue that despite his personal success, he has been a disaster as a national leader. Nevertheless, to call Berlusconi a failure would be absurd, particularly in terms of his political presence. Having provided the country with four governments that lasted for a total of almost ten years, Berlusconi left a profound mark on Italian political history and even defined the era of Berlusconism. This article is based on the assumption that there is considerable political substance to Berlusconism, the substance of Berlusconi's public discourse. In 1994 he launched "Forza, Italia", a political party that within the span of a couple of months would become one of the biggest in Italy. From the outset, the party has evoked both praise and criticism amongst political communications scholars. Most of the discussion was centered on party's antiestablishment rhetoric, its lack of traditional organization, consistent political agenda and controversial nature of the main leader. Interestingly, the celebratory interpretations surrounding the Berlusconi phenomenon have focused on the leaders' ability to create a mass support base primarily through the use of TV; all of this whilst bypassing traditional institutions. This article is about the communicational strategy Berlusconi employed and why it was successful. Berlusconism is a true political phenomenon, which deserves to be analyzed carefully.

Telework as a Driver of the Third Sector and its Networks

2013 ◽  
pp. 83-95 ◽  
Author(s):  
Angel Belzunegui-Eraso ◽  
Amaya Erro-Garcés ◽  
Inmaculada Pastor-Gosálbez
Keyword(s):  
Social Economy ◽  
Third Sector ◽  
Considerable Change ◽  
The Public ◽  
The Third ◽  
Transmission Of Information ◽  
Traditional Organization ◽  
The Third Sector ◽  
Social Economy Organizations

This chapter examines the role of telework as a driving force behind third sector activities and in the creation of networks and links between organizations in that sector. Telework as a tool has generated considerable change in the traditional organization of work. Its effectiveness lies in its ability to respond more quickly to customer requirements and to users and beneficiaries of third sector and social economy organizations. Online connections and services provided by telework have also led to a greater density of contacts between organizations in the third sector, which promotes the transmission of information and collaborative practices in providing services to the public.

The Telework as an Organizational Innovation in the Entities of the Third Sector

2017 ◽  
pp. 570-584
Author(s):  
Ángel Belzunegui ◽  
Amaya Erro-Garcés ◽  
Inma Pastor
Keyword(s):  
Organizational Innovation ◽  
Social Economy ◽  
Third Sector ◽  
The Third ◽  
The Social ◽  
Response Capacity ◽  
Traditional Organization ◽  
The Creation ◽  
The Third Sector

This article discusses the role of the telework as an organizational innovation incorporated to the activities of the third sector as well as in the creation of networks and links between these entities. The telework has become a tool that has produced important changes in the traditional organization of the work, and has improved the inter- and intra-organizational communication, in addition to promoting the creation of extensive networks of collaboration in the third sector. The online connection and the provision made in telework mode have also served for the creation of a higher density of contacts between the entities that are grouped in the third sector, done so that it benefits the transmission of information and collaborative practices in providing services to the citizens. Its effectiveness consists in the speed that prints the response capacity of the social economy entities.

Select Learning Organizations?

2012 ◽  
Vol 3 (2) ◽  
pp. 1-9 ◽  
Author(s):  
Linda Ellington
Keyword(s):  
Success Factors ◽  
Learning Organizations ◽  
Leadership Skills ◽  
Educational Background ◽  
Cultural Shift ◽  
Critical Success ◽  
Strategic Direction ◽  
Traditional Organization ◽  
New Vision ◽  
Successful Change

Transformation is how adults make meaning from and interpret experiences. Transformation know-how is an important attribute to demonstrate while leading. This paper examines the transformational ability of leaders. It is generally perceived that since leaders have similar leadership skills, the perception of how they transform their organizations into learning organizations would be uniform. Expectations directly influence meaning and how the perspective changes to accommodate the new experience. This could be attributed to factors like a leader’s educational background, experience in a complex organization, or exposure to successful change efforts. This study attributes specific leadership experiences and perceptions toward the ability to transform an organization. Critical success factors are sound awareness of transformation, the courage to engage in a disoriented dilemma, to accept the knowledge that a perspective requires new understandings of those who lead at all levels within the organization, and the ability to articulate the strategic direction and gain the motivation and engagement from all stakeholders. Four leadership skills are found in the literature that acknowledges transformational leaders have similar skills and perceptions on transforming a traditional organization into a learning organization: a) sense of urgency, b) envision a new vision, c) catalyst for a cultural shift, and d) strategic thinking.

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