Constraints and strategies for municipal Sukuk issuance in Indonesia

Purpose This study aims to examine the constraints in the issuance of municipal Sukuk in Indonesia and proposed potential solutions and strategies to support its implementation. Design/methodology/approach This study used the analytic network process (ANP) method with four groups of relevant respondents that comprised representatives from the local government, universities (academicians), experts (practitioners) and regulators. Findings Four elements support municipal Sukuk issuance: issuer (regional government or municipality), investor, market and infrastructure. The element with the highest score was the lack of commitment from the regional government in issuing municipal sukuk due to leadership change that occurs every five years. Thus, specific regulations that strengthen and regulate municipal Sukuk issuance and the support from the central government are the priority solutions and strategies that should be undertaken to encourage regional governments in issuing municipal Sukuk. Practical implications The establishment of specific regulations by the central government that support and strengthen municipal Sukuk issuance is necessary to promote successful implementation. Supports from the central government include tax incentives, accessible licensing processes and bureaucracy aids. Originality/value This study extended the literature by examining problems, solutions and strategies for municipal Sukuk issuance in terms of four aspects: the issuer (municipal government), investors, markets and infrastructure. The multiple aspect analyses provided a broader understanding of the lack of municipal Sukuk issuance in Indonesia.

Dynamics of Imitation versus Innovation in Technological Leadership Change: Latecomers’ Catch-up Strategies in Diverse Technological Regimes

We examine the role of latecomers’ optimal resource allocation between innovation and imitation in latecomers’ catch-up under diverse technological regimes. Building on Nelson and Winter (1982), we develop computational models of technological leadership change. The results suggest that one-sided dependency upon either imitation or innovation deters technological leadership change. At an early stage with low-level technologies, latecomers should focus on imitation; then, as the technological gap decreases, they should allocate more R&D resource to innovation. We also examine the role of several variables, such as appropriability, cumulativeness, and cycle time of technologies (CTT), as related to technological regimes. The simulation results show that while low appropriability tends to increase the probability of technological leadership change, it makes imitation a more e˙ective strategy compared to innovation; in addition, while a higher level of cumulativeness tends to reduce the probability of leadership change, it makes imitation a more valuable option because innovation becomes more diÿcult for latecomers. We also find an inverted U-shaped relationship between the CTT and the probability of technological leadership change. When the CTT is short, it makes sense for latecomers to allocate more resources to imitation, especially when their technology level is initially low.

‘To the surprise of absolutely no one’: Gendered political leadership change in Northern Ireland

The office of political party leader remains one that women rarely occupy. In the largest comparative study of party leadership to date, only 10.8% were women. One region which has made significant advances in this area is Northern Ireland. Since 2015, the two largest parties, Sinn Féin and the Democratic Unionist Party, have experienced a rapid feminisation of their leadership. Such a development is particularly remarkable given Northern Ireland’s historically poor record on gender equality. This article explores the puzzle of gendered leadership change in Northern Ireland to reveal that the transition was primarily facilitated through the parties’ informal practices rather than embedded structural change. In doing so, it demonstrates the relative importance of party- and system-level factors on women’s political presence. As a power-sharing democracy, this case also provides comparative insights for those interested in addressing persistently low levels of female representation in post-conflict settings.

Agile Approach Versus Classical Approach in Project Management with Regard to Leadership Change

Agility is a term which is modern and present nowadays in all levels and areas of companies. The increasingly changing situation on the market and the fundamental uncertainty forces companies to be more flexible and this flexibility cannot be covered only by classical existing approach. Therefore, this article results from the need to introduce a new approach and to compare it with the existing classical approach. This article gives a definition for agility, discusses different scientific theories about agility and describes why agile approach is necessary in companies and where the differences between the previous classic approach and the agile approach is. The change has to be supported by leadership and for this reason in this article are introduced leadership types that support the agile change in the company.

Unfriendly guardians: India's first nuclear leadership change in 1966

This article, which focuses on the political decision making around the leadership of India's Atomic Energy Commission (AEC), shows how this process both decentralized scientific authority in India and led to changes in India's nuclear programme. New evidence presented from the deliberations of the Prime Minister's Secretariat (PMS) shows that Vikram Sarabhai, appointed chairman of the AEC in 1966, following the sudden death of the previous leader, Homi Bhabha, was the favoured candidate from the start of the process. His view on India's nuclear programme contrasted sharply with that of his predecessor, but his authority was protected, in part, from external challenge by the jurisdictional decisions made by the PMS. This article argues that the ambiguity inherent in India's developing nuclear programme was not the result of the apprehension of external threat, but the result of internal tensions within the relevant institutions, which are both revealed and (partially) resolved by the appointment process for the new chair.

Faceless Leadership of American Public Diplomacy: HR Crisis in the Post-Bipolar Era

This article focuses on workforce policies trends in the American public diplomacy institutions. The author compares tendencies regarding HR policy, e. g. frequency of leadership change, length of timespans between nominations, the ratio of acting and confirmed nominees during the age of the United Stated Information Agency (USIA) and after its disbandment in 1999. Comparison demonstrates a considerable change of patterns: since 1999, persons in charge of the American public diplomacy institutions have been rotating more often, and positions themselves stayed vacant longer than they did in the 20th century. There have been many acting nominees during the past decade, whereas in the time of the USIA there has been none. In addition, the article studies characteristics of both the USIA directors and Under Secretaries of State for Public Diplomacy and Public Affairs. The analysis of education, professional background, personal relationship with the U. S. President (or the lack of it) demonstrated that standards for the Under Secretary of State for Public Diplomacy and Public Affairs position applicants are significantly lower than the ones that were applied to candidates for the directorship of the USIA. With the results obtained, the author arrived to a conclusion that the change of HR policy in the American public diplomacy sphere indicates the lack of interest in the particular dimension of foreign policy among the political leadership of the U.S. in comparison to the age of the Cold War. This conclusion agrees with the fact that since 1990s, the American public diplomacy remains in crisis: no major reforms of institutions since 1999, unsuccessful attempts to develop a comprehensive strategic document for public diplomacy, frequent piques of anti-Americanism in the international public opinion in the 21st century. The article argues that the absence of a prominent leader in the American public diplomacy who would have stayed in the office for considerable amount of time, been a confidant of the President and thus an active participant of the formation of a national political vision, possessed outstanding professional experience, is both the consequence of the crisis in the U.S. public diplomacy and the factor that contributes to this crisis remaining unsolved.

Erfolgreich in turbulenten Zeiten

Leadership ist besonders gefragt, wenn Stürme über Unternehmen hinwegfegen. Dann werden Personen benötigt, die Verantwortung übernehmen, die Richtung vorgeben, Teams und Mitarbeiter passend einsetzen und überprüfen, ob der eingeschlagene Kurs Erfolg verspricht. Leadership ist zu perfektionieren, denn mit ausgereifter Führungsexpertise lässt sich auch in turbulenten Zeiten „hart am Wind“ segeln. Führung – als Handwerk und Kunst gleichermaßen – kann nachhaltige Wettbewerbsvorteile kreieren, indem der strategische Rahmen geschaffen wird, um die Potenziale aus Menschen, Technologien und weiteren Ressourcen einzigartig zur Entfaltung zu bringen. Die aktualisierte und vollständig überarbeitete Neuauflage des Bestsellers <i>Erfolgreich in turbulenten Zeiten</i> unterstützt Führungskräfte und Unternehmen mit wissenschaftlichen und praktischen Konzepten zur Meisterung aktueller Herausforderungen in turbulenten Unternehmensumfeldern. Neben der konzeptionellen Fassung der Grundlage des Leistungsverhaltens in Organisationen – Performance Core – geben Beiträge zu Leadership, Change Management und Ambidexterity Antworten auf Kernfragen im Management: Warum bestehen Wettbewerbsunterschiede von Unternehmen und wie kann die Wettbewerbsfähigkeit beeinflusst werden? Warum ist gute Führung essenziell und wie können Führungskräfte die Leistungsfähigkeit ihrer Bereiche verbessern? Warum ist Wandel herausfordernd und wie können Veränderungsprozesse effektiv gestaltet werden? Warum fördert Ambidexterity das langfristige Überleben von Unternehmen und wie kann die kontinuierliche Weiterentwicklung von Unternehmen gewährleistet werden?