scholarly journals Multi-Stakeholder Frameworks for Rectification of Non-Compliance in Cleaning Supply Chains: The Case of the Cleaning Accountability Framework

2021 ◽  
pp. 0067205X2110165
Author(s):  
Michael Rawling ◽  
Sarah Kaine ◽  
Emmanuel Josserand ◽  
Martijn Boersma
Keyword(s):  
Empirical Evidence ◽  
Working Conditions ◽  
Success Factors ◽  
Significant Problem ◽  
Regulatory Scheme ◽  
Key Success Factors ◽  
Legal Reforms ◽  
Wage Theft ◽  
Labour Standards ◽  
Multi Stakeholder

There is now an expanding body of literature on the significant problem of business non-compliance with minimum labour standards including ‘wage theft’. Extended liability regulation beyond the direct employer is seen as one solution to this non-compliance in fragmented but hierarchically organised industries—such as the cleaning industry. This article uses empirical evidence to assess the effectiveness of one such regulatory scheme, the Cleaning Accountability Framework (CAF), in addressing non-compliance with minimum labour standards (including provisions of the Fair Work Act 2009 (Cth) and the Cleaning Services Award 2020). We find that CAF has been successful in identifying and rectifying certain non-compliance, improving working conditions for some cleaners involved in the scheme. We synthesise the key success factors of CAF in view of envisioning the adoption of such co-regulation frameworks in other industries. We also propose legal reforms that will support change across the cleaning industry.

Soft Success Factors for M-Government

2011 ◽  
pp. 1213-1233
Author(s):  
Eugenio Capra ◽  
Chiara Francalanci ◽  
Clementina Marinoni
Keyword(s):  
Empirical Evidence ◽  
Empirical Analysis ◽  
Success Factors ◽  
Organizational Factors ◽  
The Other ◽  
European Countries ◽  
Organizational Changes ◽  
Key Success Factors ◽  
Competence Framework ◽  
Soft Factors

This chapter proposes a reference “soft” competence framework to support both the implementation of m-government actions and the management of related organizational changes. Our framework focuses on organizational factors and competences that act as enablers of successful e-government and m-government implementation, and has been tested by means of an empirical analysis carried out in the major European countries. E-government and m-government policies are analyzed according to this framework, which is based on several dimensions, including centralization, involvement, leadership, learning, and soft skills. Key success factors are discussed and validated by empirical evidence. Finally, two signi?cant cases of m-government projects, one successfully implemented and the other about to be implemented, are presented. Furthermore, the chapter aims at showing how soft factors are crucial for the success of m-government initiatives.

Soft Success Factors for M-Government

2007 ◽  
pp. 106-133 ◽  
Author(s):  
Eugenio Capra ◽  
Chiara Francalanci ◽  
Clementina Marinoni
Keyword(s):  
Empirical Evidence ◽  
Empirical Analysis ◽  
Success Factors ◽  
Organizational Factors ◽  
The Other ◽  
European Countries ◽  
Organizational Changes ◽  
Key Success Factors ◽  
Competence Framework ◽  
Soft Factors

This chapter proposes a reference “soft” competence framework to support both the implementation of m-government actions and the management of related organizational changes. Our framework focuses on organizational factors and competences that act as enablers of successful e-government and m-government implementation, and has been tested by means of an empirical analysis carried out in the major European countries. E-government and m-government policies are analyzed according to this framework, which is based on several dimensions, including centralization, involvement, leadership, learning, and soft skills. Key success factors are discussed and validated by empirical evidence. Finally, two signi?cant cases of m-government projects, one successfully implemented and the other about to be implemented, are presented. Furthermore, the chapter aims at showing how soft factors are crucial for the success of m-government initiatives.

Key Success Factors of Organizational Success: A Study of MULA Car International

2020 ◽  
Vol 3 (2) ◽  
pp. 46-56
Author(s):  
Muhammad Ashraff ◽  
Daisy Mui Hung Kee ◽  
Roshini A/P Subramaniam ◽  
Nur Hazimah ◽  
Nur Aina Syafiqah
Keyword(s):  
Success Factors ◽  
Organizational Success ◽  
Key Success Factors

scholarly journals Mind the gap: Grass roots ‘brokering’ to improve labour standards in global supply chains

2017 ◽  
Vol 71 (4) ◽  
pp. 584-609 ◽  
Author(s):  
Sarah J Kaine ◽  
Emmanuel Josserand
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Working Conditions ◽  
Global Supply Chains ◽  
Significant Shift ◽  
Top Down ◽  
Whistle Blowing ◽  
Grass Roots ◽  
Labour Standards ◽  
Implementation Gaps

While governance and regulation are a first step in addressing worsening working conditions in global supply chains, improving implementation is also key to reversing this trend. In this article, after examining the nature of the existing governance and implementation gaps in labour standards in global supply chains, we explore how Viet Labor, an emerging grass-roots organization, has developed practices to help close them. This involves playing brokering roles between different workers and between workers and existing governance mechanisms. We identify an initial typology of six such roles: educating, organizing, supporting, collective action, whistle-blowing and documenting. This marks a significant shift in the way action to improve labour standards along the supply chain is analysed. Our case explores how predominantly top-down approaches can be supplemented by bottom-up ones centred on workers’ agency.

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