The Tshwane Homeless Summit as dramaturgy: A contextual,trans-disciplinary epistemology from below

ABSTRACT

In this article we propose a contextual, trans-disciplinary epistemology from below, as explored through the lenses of the Tshwane Homeless Summit and the broader policy-making process of which it formed a part. The article considers the Tshwane Homeless Summit as dramaturgy, wondering whether the stage that was set was predetermined or allowed for dissensus, irruption and surprise. The reflection of this article departs from a contextual theological perspective, suggesting that a contextual, trans-disciplinary epistemology from below requires a contextual spirituality in which the homeless/God will take centre stage.     

Unemployment and monetary policy under rational expectations: Some Canadian evidence

The policy implications of combining rational expectations with the natural rate of unemployment hypothesis are reviewed. A monetary policy feedback rule is estimated on Canadian data for the period 1927–1972. The residuals from the regression serve as the unanticipated components of monetary policy while predicted values serve as expected monetary growth. An unemployment equation is then developed in which the unemployment rate is allowed to be influenced by expected and unexpected monetary policy and fiscal and foreign spending. The evidence confirms the hypothesis that it is unanticipated monetary policy that affects unemployment and that anticipated monetary growth plays no significant role.     

The evolution of Japanese management: lessons for U.S. managers

To find the key to the success of Japanese economic performance since World War II, Marsland and Beer explore five main "environmental" factors used by Japanese firms to build a successful human resources management approach: Japanese social values, the structure of private enterprise, the structure of labor markets, the historic development of the Japanese employment system, and the structure of Japanese management. This discussion shows that post-war Japanese management, faced with rapid change, introduced new concepts and techniques that reinforced and maintained certain social values and traditions that fit well with human resources management objectives. This skillful blend of new ideas with traditional values enabled the Japanese to achieve superior economic performance.     

Why change programs don't produce change

Faced with changing markets and tougher competition, more and more companies realize that to compete effectively they must transform how they function. But while senior managers understand the necessity of change, they often misunderstand what it takes to bring it about. They assume that corporate renewal is the product of company-wide change programs and that in order to transform employee behavior, they must alter a company's formal structure and systems. Both these assumptions are wrong, say these authors. Using examples drawn from their four-year study of organizational change at six large corporations, they argue that change programs are, in fact, the greatest obstacle to successful revitalization and that formal structures and systems are the last thing a company should change, not the first. The most successful change efforts begin at the periphery of a corporation, in a single plant or division. Such efforts are led by general managers, not the CEO or corporate staff people. And these general managers concentrate not on changing formal structures and systems but on creating ad hoc organizational arrangements to solve concrete business problems. This focuses energy for change on the work itself, not on abstractions such as "participation" or "culture." Once general managers understand the importance of this grass-roots approach to change, they don't have to wait for senior management to start a process of corporate renewal. The authors describe a six-step change process they call the "critical path."     

Cracking the code of change

Today's fast-paced economy demands that businesses change or die. But few companies manage corporate transformations as well as they would like. The brutal fact is that about 70% of all change initiatives fail. In this article, authors Michael Beer and Nitin Nohria describe two archetypes--or theories--of corporate transformation that may help executives crack the code of change. Theory E is change based on economic value: shareholder value is the only legitimate measure of success, and change often involves heavy use of economic incentives, layoffs, downsizing, and restructuring. Theory O is change based on organizational capability: the goal is to build and strengthen corporate culture. Most companies focus purely on one theory or the other, or haphazardly use a mix of both, the authors say. Combining E and O is directionally correct, they contend, but it requires a careful, conscious integration plan. Beer and Nohria present the examples of two companies, Scott Paper and Champion International, that used a purely E or purely O strategy to create change--and met with limited levels of success. They contrast those corporate transformations with that of UK-based retailer ASDA, which has successfully embraced the paradox between the opposing theories of change and integrated E and O. The lesson from ASDA? To thrive and adapt in the new economy, companies must make sure the E and O theories of business change are in sync at their own organizations.     

Making a market for male dairy calves: alternative and mainstream relationality

ABSTRACT

The article uses actor network theory and the field of market studies to take a processual and relational approach to the alternative/mainstream food duality. Questions about how food systems or products make claim to be of the alternative or mainstream, and to what consequence, underpin the study. Analysis traces the making and shaping of two market versions for male dairy calves, a by-product of the dairy industry, often treated as ‘waste’ in the UK. Analysis focuses on the assemblage of actors, the breaking of matters of fact and shaping and communication of concerns, and at actions. Contrary to many approaches to the alternative, focus is paid to overlap between systems, knowledge and actors and simultaneous development of two products. From this, the ethicality of the mainstream, the continued duality and its consequences are discussed. Beyond seeing mainstream/alternative as co-constituted constructs, the two are symbiotic, mutually supportive and implicated in the circuit of culinary capital.     

Back to the Future: Implications for the Field of HRM of the Multistakeholder Perspective Proposed 30 Years Ago

Thirty years on from the seminal works on human resource management (HRM) by Beer et al., we examine how the subject has developed. We offer a normative review, based on that model and critique the assumption that the business of HRM is solely to improve returns to owners and shareholders. We identify the importance of a wider view of stakeholders to practitioners and how academic studies on the periphery of HRM are beginning to adopt such a view. We argue that the HRM studies so far have given us much valuable learning but that the subject has now reached a point where we need to take a wider, more contextual, more multilayered approach founded on the long‐term needs of all relevant stakeholders. The original Beer et al. model remains a valuable guide to the next 30 years of HRM. © 2015 Wiley Periodicals, Inc.