Empowering communities: The experience of the church urban fund

This article seeks to report on ways of empowering local communities who are suffering multiple deprivation. It is set within the context created by the requirement for partnership in the submission of funding applications to City Challenge and the Single Regeneration Budget. This exploration draws upon an evaluation of the Church Urban Fund undertaken by the authors in 1993-4 funded by the Department of the Environment, the Church Urban Fund, the Paul S. Cadbury Trust and the Wates Foundation (Farnell et al, 1994).     

Localization: A Global Manifesto

Localization: A Global Manifesto. Ed. by Colin Hines (2000). London. Published by Earthscan Publishing. ISBN 1‐85383‐612‐5 (softcover). In Canada, the book is available from http://www.renoufbooks.com for Can$29.00. In the UK, the book is available at http://www.earthscan.co.uk for £10.99 or earthinfo@earthscan.co.uk     

Government transparency: the citizen perspective and experience with food and health products policy

Citizen engagement (involvement of everyday citizens in policy decisions) is now seen as a major component of governance and policy making. Government transparency is a central tenet of citizen engagement. This study was sought by Health Canada in order to learn from citizen groups in other countries about the nature and degree of transparency related to food and health product review in their country. Health Canada anticipated learning from their experiences and perceptions so that it could increase the transparency of its own review and regulatory process. The opinions of a cross‐section of stakeholders in the United States, the European Union (especially the UK), Australia and New Zealand, solicited via an e‐mail survey, were analysed. The results clearly indicate that, in general, respondents do not feel that their food and health product review system is transparent. These opinions varied depending on which of the seven dimensions of transparency was being examined. Of the 64 recommendations tendered for increasing government transparency, the 32 suggestions for improving their own systems were quite different from the 32 made for Health Canada to consider. Collectively, they provide rich insights into the refinement and clarification of the food and health product review process.     

The Research‐Practice Gap in Human Resource Management: A Cross‐Cultural Study

In this study, we examine the cross‐cultural differences in human resource (HR) managers’ beliefs in effective HR practices by surveying HR practitioners in Finland (N = 86), South Korea (N = 147), and Spain (N = 196). Similar to previous studies from the United States, the Netherlands, and Australia, there are large discrepancies between HR practitioner beliefs and research findings, particularly in the area of staffing. In addition, we find that interpersonal‐oriented aspects of HR practices tend to be more culturally bound than technical‐oriented aspects of HR practices. We interpret the differences using Hofstede's cultural dimensions (Power Distance, Individualism versus Collectivism, Masculinity versus Femininity, Long‐Term Orientation versus Short‐Term Orientation, and Uncertainty Avoidance). We discuss the overall nature of the science‐practice gap in HR management, and the implications for evidence‐based management. © 2014 Wiley Periodicals, Inc.     

Leadership for Sustainability: An Evolution of Leadership Ability

This article examines the existing confusion over the multiple leadership styles related to successful implementation of corporate social responsibility/sustainability in organisations. The researchers find that the problem is the complex nature of sustainability itself. We posit that organisations are complex adaptive systems operating within wider complex adaptive systems, making the problem of interpreting just in what way an organisation is to be sustainable, an extraordinary demand on leaders. Hence, leadership for sustainability requires leaders of extraordinary abilities. These are leaders who can read and predict through complexity, think through complex problems, engage groups in dynamic adaptive organisational change and have the emotional intelligence to adaptively engage with their own emotions associated with complex problem solving. Leaders and leadership is a key interpreter of how sustainability of the organisation ‘links’ to the wider systems in which the organisation sits, and executing that link well requires unusual leaders and leadership systems.     

如何获得你的“灵光一刻”?

2013年4月·The Wall Street Journal为什么有些人为了获得新想法绞尽脑汁,头脑中却仍是空空如也,而有些人看起来几乎不费吹灰之力就能生出奇思妙想?创造力究竟是与生俱来的天赋,还是任何人都能启动的一个认知过程?研究人员从各个角度对此进行了研究。