Crisis Management Competencies

Since public networks became widespread, doubts have arisen over how to make them succeed. Scholars have traditionally addressed the issue in different ways, thus variously shedding light on the network structure, mechanisms, or managers as predictors of the network performance. The aim of our article is to explore the possibility of an interaction effect between the abovementioned factors. Our results show that there may be a relationship between network structure, mechanisms, and managers that jointly affects network performance. Therefore, important suggestions can be made about how to manage public networks successfully: (1) ensure that your network mechanisms and managerial abilities are coherent with the structure of your network; and (2) if you are in a well-established and integrated network, allow yourself some flexibility. Data were collected through a multiple case study that focused on collaboration for joint provision of home care services in Switzerland.     

Community leadership cycles and the consolidation of neighbourhood coalitions in the new local governance

The success of the new patterns of local governance depends on engaging communities in a range of partnerships at various geographic scales and administrative levels. In practice, this usually falls to a handful of community leaders in any given locality. Our research on area regeneration partnerships in the UK reveals a community leadership cycle, which proceeds through five phases. The first phase consists of the emergence of a first generation of leaders early on in a partnership, in the second phase their position in the partnership is consolidated and loyalty to the partnership developed, followed by a third phase of the cultivation of a second generation of leaders. Then comes a fourth phase in which the new generation of leaders raise their voices to challenge the established patterns of representation in the partnership. In the final phase, individual leaders exit from the partnership. This community leadership cycle is part of building multi-sector leadership coalitions in the neighbourhoods through strategies combining loyalty, voice and exit.     

Public Service Leaders as ‘Change Agents’ – for Whom?

Abstract

This article examines how far senior staff in English educational and health service organizations view themselves as leaders who are ‘change agents’ for government-driven reform and independent change agendas. The contribution of external leadership development provision to shaping these self-perceptions is explored. Special attention is paid to national leadership development bodies with different degrees of formal association with government. Whatever this relationship, such provision and other development support apparently reinforced a strong sense of personal agency (choice of action) associated with being a leader, empowering senior staff to adopt a modestly mediatory stance towards both reform and leadership development provision.     

国有企业改革的背景差异与变革型领导者催生

变革型领导是国有企业改革的中坚力量,推动着改革的进程。在体制转型情景下,国有企业性质和目标的转变给国有企业领导者提出历史性的新要求,国有企业改革的进程与力度决定国有企业领导者的类型与结构,促使了变革型领导的形成。变革型领导根据国有企业改革和企业实际需要,在生产经营中采取生产与营销模式改革、产权与人事制度改革、企业文化改革等变革创新行为,并通过制度创新促进和推动国有企业改革。     

Intersectoral wage linkages: the case of Sweden

The purpose of this study is to investigate whether wage-setting in certain sectors of the Swedish economy affects wage-setting in other sectors. The theoretical background is the Scandinavian model of inflation, which states that wage-setting in the sectors exposed to international competition lead wage-setting in the sheltered sectors of the economy. The Johansen maximum likelihood cointegration approach is applied to quarterly data on Swedish sector wages for the period 1980:1–2002:2. Different vector error correction (VEC) models are created, based on assumptions as to which sectors are exposed to international competition and which are not. Granger causality tests are then carried out in the different restricted/unrestricted VEC models to test for sector wage leadership. The Granger causality tests provide strong evidence for the presence of intersectoral wage causality, but no evidence of a wage-leading role for the internationally exposed manufacturing sector.      

Consumer scholarship and transdisciplinarity

A case is made for the place of transdisciplinary inquiry in consumer scholarship. After framing consumer studies as a discipline, the paper explains seven conventional modes of disciplinarity. Then, the discussion turns to the nuances of the transdisciplinary approach, and what consumer scholarship would look like within this perspective. Seasoned and emerging consumer scholars and practitioners are invited to brave the repercussions of stepping outside of their disciplinary boundary onto a rich fertile space where the academy meets society for the betterment of humanity. Consumer scholarship will never be the same.     

政府的领导变革：趋势与路径分析

服务型政府已经成为我国行政管理改革的目标选择。顺应西方管理思想人本化的趋势，解读肇始于西方国家治道变革的新公共管理理论和新公共服务理论。并以其内蕴的人性化、民主化和多元化价值理念为借鉴，我国各级政府应积极秉承“执政为民”和“以人为本”的执政理念，及时变革行政职能，不断创新管理方式，促进中国公共行政系统由传统型向现代公共服务型转变。     

论战略型领导在高校后勤绩效管理中的作用

本文通过对高校后勤绩效管理现状的研究，引入战略型领导的概念，通过战略型领导的管理旨在提高高校后勤的绩效管理能力，更好地促进高校后勤工作的开展，服务师生，服务教学，服务科研。     

The effect of CEOs on firm performance

The extent to which CEOs influence firm performance is fundamental to scholarly understanding of how organizations work; yet, this linkage is poorly understood. Previous empirical efforts to examine the link between CEOs and firm performance using variance decomposition, while provocative, nevertheless suffer from methodological problems that systematically understate the relative impact of CEOs on firm performance compared to industry and firm effects. This study addresses these methodological problems and reexamines the percentage of the variance in firm performance explained by heterogeneity in CEOs. The results of this study suggest that in certain settings the ‘CEO effect’ on corporate‐parent performance is substantially more important than that of industry and firm effects, but only moderately more important than industry and firm effects on business‐segment performance. Copyright © 2008 John Wiley & Sons, Ltd.     

The Ancients against the Moderns: Focusing on the Character of Corporate Leaders

When a series of corporate scandals erupted soon after the collapse of the 1990s bull market in equities, policy makers and reformers chiefly responded by augmenting and refining the checks and balances surrounding publicly traded corporations. Through measures such as the Sarbanes-Oxley Act of 2002, securities regulations were intensified and corporate governance was tightened. In essence, reformers followed the tradition of modern political philosophy, developed in the 17th and 18th centuries, in its insistence that pro-social outcomes are best produced through institutional mechanisms that harness self-interest. The empirical evidence, however, suggests the institutional approach will do little to prevent future ethical breakdowns. To corroborate this finding, we survey the literature on board composition, auditor consulting practices, shareholder activism, and executive compensation. Consequently, we look to another stream of political philosophy, the ancient tradition comprising Plato and Aristotle, which argues that social groupings, such as corporations, work best when led by individuals of good character. Applying the ancient view to modern commercial realities, the paper concludes that Benjamin Franklin’s attempt to connect virtuous character with enlightened self-interest offers a compelling ethic for corporate leaders. George Bragues is head of the Media Studies program and teaches philosophy, politics, and economics at the University of Guelph-Humber in Toronto, Canada. He is an occasional contributor to the National Post in Canada, writing op-ed pieces on financial and economic topics for that paper’s financial section. His academic articles have been published previously in the Journal of Business Ethics, as well as the Independent Review and in Business Ethics Quarterly.