Assessment of Organization and Organizational Continuity Plan

2006 ◽  
pp. 167-178
Keyword(s):  
Organizational Continuity

Offense or Defense

2021 ◽  
pp. 69-95
Author(s):  
Tahani Abdallah AbdelJawad
Keyword(s):  
Succession Planning ◽  
Employee Retention ◽  
Vantage Point ◽  
Senior Management ◽  
Research Approach ◽  
Organizational Issues ◽  
Organizational Continuity ◽  
Key Issues ◽  
Depth Interviews

Using a niche service provider, Zforce Government Solutions (ZGS), this case provides the reader with a first-hand examination of the organizational issues resulting from ineffective recruiting, retention, and succession planning, allowing for the acknowledgment of the coherent, interdependent, and interrelated relationship between the aforementioned topics. This case study performs a revelatory assessment of ZGS's application of Harvard's Soft HRM model and fundamentals of key issues reflecting organizational mismanagement of human talent, where human talent is vital to organizational continuity. Written from the vantage point of a previous ZGS senior management employee, this case study utilizes a qualitative research approach, with empirical data gathered from four in-depth interviews conducted with previous ZGS leadership employees. Ultimately, the case study is intended to induce reader-reflection on the various components of importance in talent management, which play a significant role in accomplishing employee loyalty and employee retention.

Events and the Becoming of Organizational Temporality

2020 ◽  
pp. 29-43
Author(s):  
Tor Hernes
Keyword(s):  
Pink Floyd ◽  
Organizational Continuity ◽  
Continuity And Discontinuity

This chapter discusses the becoming of events as complex, emerging, and relationally connected phenomena that come into being through their immanent interplay. In this view, events emerge and change as actors move through time. For example, events that turned out to be consequential at a later stage were not seen as such while they were taking place. Yet, there is arguably a potential for “eventness” in every happening. I will draw upon examples furnished by “Time” by Pink Floyd and President Lincoln’s speech at Gettysburg to discuss how, drawing on Whitehead’s epochal theory of time, we may expand our understanding of events. A deeper process ontological understanding of events enables a richer understanding of the mutually constitutive dynamics between organizational continuity and discontinuity.

The Fall and Rise of the Norwegian IT Industry in the Global Age, 1970–2005

2007 ◽  
Vol 81 (4) ◽  
pp. 709-734 ◽  
Author(s):  
Knut Sogner
Keyword(s):  
Critical Factor ◽  
International Market ◽  
Global Scale ◽  
Market Place ◽  
It Industry ◽  
The Past ◽  
Global Age ◽  
Organizational Continuity ◽  
Oil Sector ◽  
International Success

Although Norway's information-technology (IT) industry has never been an international success, it has been a critical factor in the country's economy over the past thirty years. Several IT companies came close to reaching a global scale, but escalating costs finally prevented them from doing so. In addition, the IT firms became sidetracked by the domestic sales opportunities that accompanied the expansion of the Norwegian oil sector, as they chose to design specialized products for national markets instead of targeting the international market-place. Although their decision resulted in organizational continuity, the firms themselves have experienced turbulence, bankruptcy, and change, making the development of the sector a messy and problematic affair.

Transforming Former State Enterprises in the Czech Republic

1995 ◽  
Vol 16 (2) ◽  
pp. 215-242 ◽  
Author(s):  
Ed Clark ◽  
Anna Soulsby
Keyword(s):  
Czech Republic ◽  
Organizational Transformation ◽  
Organizational Analysis ◽  
Institutional Pressures ◽  
The Czech Republic ◽  
Organizational Continuity ◽  
Recent Developments ◽  
State Enterprises ◽  
The Relationship

The study of organizational transformation has emerged from the foundations established by contingency theory and research. While institutional approaches to organizational analysis have preferred to focus on the tendency towards organizational continuity and inertia, recent developments have begun to con sider institutional pressures leading to change, and to provide clues about how contingency and institutional theories might complement each other in improv ing our understanding of organizational change. The evidence presented in this paper, drawn from a study of organizational transformation in the Czech Republic, allows exploration of the relationship between transforming state enterprises and the wider processes of social, economic and institutional change. The values, motives and actions of the key enterprise managers are shown to be essential factors in explaining both the process of transformation in state enterprises, and the role of institutional factors in that process.

A model for improving organizational continuity

2013 ◽  
Vol 6 (3) ◽  
pp. 209-220 ◽  
Author(s):  
Simon Véronneau ◽  
Yan Cimon ◽  
Jacques Roy
Keyword(s):  
Organizational Continuity

The Bulgarian Socialist Party: The long road to Europe

2008 ◽  
Vol 41 (4) ◽  
pp. 481-495 ◽  
Author(s):  
Maria Spirova
Keyword(s):  
Foreign Policy ◽  
Transition Period ◽  
Political Process ◽  
Transition To Democracy ◽  
Socialist Party ◽  
Old Regime ◽  
Policy Positions ◽  
The Social ◽  
Organizational Continuity ◽  
Left Party

The article provides an analysis of the evolution of the Bulgarian Socialist Party (BSP) from a Marxist party in the late 1980s into a European socialist party by the early 2000s. The BSP dominance of the political process in Bulgaria during the early and mid-1990s can be attributed, this article argues, to several factors: the nature of the old regime, the absence of any meaningful opposition before 1989 and its relative weakness during the transition period, the crucial role that the Bulgarian Communist Party (BKP) played in the transition to democracy, and the organizational continuity that the newly renamed BSP chose to maintain. In turn, the preserved dominance of the BSP allowed it to remain relatively unreformed in terms of economic and foreign policy positions. It was only after its devastating defeat in the 1997 elections that the BSP came to advocate a truly social-democratic platform and to support a pro-EU and pro-NATO foreign policy. This ideological transformation of the BSP was supported and encouraged actively by the Party of European Socialists, which has been deeply involved in the process of strengthening the social democracy in Bulgaria since the mid-1990s. As a result of this transformation, by 2008 the BSP is recognized as a democratic, center-left party.

Organizing education: schools, school districts, and the study of organizational history

2015 ◽  
Vol 53 (5) ◽  
pp. 682-697 ◽  
Author(s):  
Daniel L. Duke
Keyword(s):  
School Districts ◽  
Doctoral Students ◽  
Educational Change ◽  
Design Methodology ◽  
Social Issues ◽  
District Leaders ◽  
Organizational History ◽  
Content Type ◽  
Organizational Continuity ◽  
The Impact

Purpose – The purpose of this paper is to present a rationale for organizational histories of schools and school districts and discuss the findings of selected examples of the genre. Design/methodology/approach – The author presents a vignette of an organizational history, discusses key elements of the methodology, and offers seven ways in which organizational histories address important issues in educational research. Findings – A case is made, using actual examples of research, that organizational histories of schools and school districts can contribute to testing existing theory, developing new theory, describing how educational change occurs, accounting for the sustainability of educational change, explaining organizational continuity over time, understanding school and district responses to persistent social issues, and balancing an over-emphasis on the impact of school and district leaders. Originality/value – The paper draws on the author’s original contributions to organizational history as well as the contributions of his doctoral students and others.

Varieties of Electioneering: Success Contagion and Presidential Campaigns in Latin America

2010 ◽  
Vol 62 (4) ◽  
pp. 636-675 ◽  
Author(s):  
Taylor C. Boas
Keyword(s):  
Television Advertising ◽  
New Democracies ◽  
Third Wave ◽  
Authoritarian Rule ◽  
Campaign Strategies ◽  
Campaign Strategy ◽  
Organizational Continuity ◽  
Intermediary Role ◽  
Theories Of Change ◽  
Cross National

Existing theories of change in campaign strategies predict cross-national convergence in candidates' linkages to voters and the degree of policy focus and cleavage priming in their appeals. However, the prevailing national patterns of electioneering in Chile, Brazil, and Peru have actually diverged from one another since their transitions from authoritarian rule. Based upon content analysis of television advertising, interviews with campaign staff, and case studies of specific elections in these three countries, this article develops a theory of success contagion that can explain the evolution of presidential campaign strategy in third-wave democracies. The author argues that the first politician to combine a victorious campaign with a successful term as president establishes a model of electioneering that candidates across the ideological spectrum are likely to adopt in the future. Such contagion can occur directly, through politicians' imitation of each other's strategies, or indirectly, with communities of campaign professionals playing an intermediary role. Strategic convergence is less likely in cases of repeatedly poor governing performance. Instead, candidates tend to choose strategies through an inward-oriented process of reacting against previous errors. Initial testing suggests the theory is generalizable to other new democracies with at least moderate organizational continuity across elections.

scholarly journals Organization Sustainability through Human Resource Capital: The Impacts of Supervisor Incivility and Self-Efficacy

2018 ◽  
Vol 10 (8) ◽  
pp. 2610 ◽  
Author(s):  
Uju Alola ◽  
Turgay Avci ◽  
Ali Ozturen
Keyword(s):  
Job Satisfaction ◽  
Turnover Intention ◽  
Self Efficacy ◽  
Tourism Industry ◽  
Organizational Sustainability ◽  
Negative Effects ◽  
Organizational Continuity ◽  
Key Variables ◽  
Convenience Sampling ◽  
The Relationship

The hotel business is globally acknowledged to significantly contribute to the tourism industry. Over time, supervisor’s incivility continues to be a serious issue where cases of the uncivil act are known to be costly to the organization and creating negative effects on employees’ health and organizational continuity. Human capital has also been highlighted as one of the key variables to organizational sustainability. Using convenience sampling method, this study adopted a total of 329 respondents’ perception to test the study variables. The effect of supervisor’s incivility was assessed against employee’s self-efficacy, turnover intention, emotional exhaustion, and job satisfaction. The study employed data gathered from four and five stars hotels in Nigeria using Analysis of a moment structures (IBM AMOS) software to analyze the hypothesized relationships. Empirical evidence shows that self-efficacy mediates the relationship between supervisor incivility, turnover intention, and job satisfaction. The results show that evidence of supervisor’s incivility negatively affects hotel employee.

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