VOLUNTARY ORGANIZATIONS IN ACTION: STRATEGY IN THE VOLUNTARY SECTOR

Organizations in the voluntary sector have received relatively little attention from researchers in the field of organizational analysis. In particular, the strategy of organizations in the voluntary sector has been assumed to be passive, concentrating on a co-operative role with commercial or public agencies. This article argues that such a picture is not necessarily accurate and examines the strategies of four leading British voluntary organizations. Data suggest that co-operation is but one of many strategies pursued by some voluntary organizations. Two of the sample organizations deviate markedly from the stereo-typical image of co-operation, and variation in their strategy choice is argued to emanate from dependence relations created by organizational links. The paper argues that the influences which shape the choice of strategy in voluntary organizations are primarily those created by inter-dependence, and that aspects of task and ambiguity are secondary sources of influence.     

Waiting periods and health-related absenteeism: the need for program integration

This article discusses evidence that the reduction of waiting period deductibles in disability insurance plans increases the amount of lost time utilized by insured workers and also increases the cost of sick leave. The authors posit that the evidence supports the need for an integrated disability insurance product, which could be offered at lower costs than the current system that provides fragmented lost time coverage.     

Managing authenticity: the paradox of great leadership

Leaders and followers both associate authenticity with sincerity, honesty, and integrity. It's the real thing--the attribute that uniquely defines great managers. But while the expression of a genuine self is necessary for great leadership, the concept of authenticity is often misunderstood, not least by leaders themselves. They often assume that authenticity is an innate quality--that a person is either genuine or not. In fact, the authors say, authenticity is largely defined by what other people see in you and, as such, can to a great extent be controlled by you. In this article, the authors explore the qualities of authentic leadership. To illustrate their points, they recount the experiences of some of the authentic leaders they have known and studied, including the BBC's Greg Dyke, Nestlé's Peter Brabeck-Letmathe, and Marks & Spencer's Jean Tomlin. Establishing your authenticity as a leader is a two-part challenge. You have to consistently match your words and deeds; otherwise, followers will never accept you as authentic. But it is not enough just to practice what you preach. To get people to follow you, you also have to get them to relate to you. This means presenting different faces to different audiences--a requirement that many people find hard to square with authenticity. But authenticity is not the product of manipulation. It accurately reflects aspects of the leader's inner self, so it can't be an act. Authentic leaders seem to know which personality traits they should reveal to whom, and when. Highly attuned to their environments, authentic leaders rely on an intuition born of formative, sometimes harsh experiences to understand the expectations and concerns of the people they seek to influence. They retain their distinctiveness as individuals, yet they know how to win acceptance in strong corporate and social cultures and how to use elements of those cultures as a basis for radical change.     

Tax Principles,Product Differentiation and the Nature of Competition

We analyze the choice between the origin and destination principles of taxation when there is product differentiation and Bertrand competition. If taxes are redistributed to consumers and demand is linear the origin principle dominates the destination principle whatever the degree of product differentiation and extent of economic integration. With nonlinear demand the origin principle dominates if there is sufficient economic integration. When the social value assigned to tax revenue is higher than the private value, the destination principle dominates for intermediate values of product differentiation and economic integration. The same results are also shown to hold with Cournot competition. JEL Code: F12, H20     

Use of social capital among Russian managers of a new generation

Dynamic changes in the Russian political economy during the 1990s led to a unique combination of low levels of social capital at the general (state) level and very high levels of social capital at the interpersonal level. This research uses the three dimensions of social capital as outlined by Nahapiet and Ghoshal [Nahapiet, J. and Ghoshal, S. (1998) Social capital, intellectual capital and the organizational advantage. Academy of Management Review, 23, 242-266.], to investigate the operation of business networks within Russia. Focusing on a generation of Russian business managers who had minimal exposure to the previous regime and who experienced western education/business practices, this study illustrates one snapshot of social capital in Russia in 2004. Results highlight how this generation of business managers operates and how they conduct their business networks. It is expected that there will be changes in Russian business networks, as formalized legal systems become stronger and the new generation of Russian managers, who have had little exposure to socialist systems and nomenklatura emerge.     

Household tax evasion

Household members share public goods and make intra-household transfers. We show how these features of the household interact with the tax evasion decision, and identify the dimensions in which household evasion differs from individual evasion. In the model we present two members of a household choose how much to contribute to a household public good and how much self-employment income to evade. We are interested in how different evasion possibilities interact with the contribution decisions to the household public good and the role of income transfers within the household. We show the household evasion decision differs from the individual decision because it affects the outcome of the household contribution game. When household members are taxed as individuals neutrality applies when choices are not constrained. If the evasion level of one household member is constrained then an income transfer can generate a Pareto improvement. When the household members are jointly taxed there is a couple constraint on strategies and corner solutions can emerge.     

Fostering community empowerment and capacity building through tourism: perspectives from Dullstroom,South Africa

This study observed tourism development in the popular South African destination of Dullstroom, Mpumalanga, and sought to identify the significant social benefits that have been fostered as a result. Dullstroom is synonymous with fly-fishing and is well-known throughout the country for its unique natural environment that is host to diverse flora and fauna. In the South African context, the impacts generated by tourism development on local communities have remained preoccupied with the economic benefits they deliver and rarely the important social gains that may also be developed. Between October 2012 and March 2013, a qualitative research methodology was developed to capture the views and experiences of 46 local employees (predominantly Non-white, South African females) and 16 owners or managers of local tourism-focused businesses. The findings reveal that tourism development has provided a number of positive impacts and that local community members encountered a number of benefits that ventured beyond economic factors. These benefits included empowerment through capacity building and the acquisition of positions that involved a high degree of responsibility, many of which would have been otherwise unobtainable but for the support of local tourism businesses. Others were afforded opportunities to pursue formal qualifications that enabled them to pursue dreams of senior positions or even new career paths beyond Dullstroom. The platforms that enabled these outcomes are discussed from the perspectives of both employers and employees in the local tourism economy.