Devolution of power, responsibilities, and resources from central to local governments has been the foundation of decentralization reforms in developing countries like Ethiopia. The most recent decentralization reforms in Ethiopia began in the early 2000s at the woreda (district) level, focusing on strengthening local governments as institutions of democratic governance and efficient service delivery. Until now, decentralization in Ethiopia has attracted very little research; this study aims to fill that knowledge gap. The extent of decentralization is examined from a holistic framework, including the three dimensions of decentralization (political, fiscal and administrative), while its impacts are explored by focusing on access, equity, efficiency and quality indicators of education service delivery. Using a qualitative case study approach, this research consists of semi-structured interviews of key informants in government and educational administration, field observations, and review of relevant documents. Four local governments and twelve schools within two regional states of Ethiopia were selected as the sample frame. This dissertation argues that the implementation of woreda decentralization reforms in Ethiopia has proven problematic, as the official establishment of devolution operates within centralized structures and practices. Regional governments have established political, administrative and fiscal decentralization, as evidenced by the existence of legal authority and mechanisms of accountability, expanded functions, and significant allocation of unconditional grants transferred to woredas. Despite much progress, the further deepening of decentralization reforms has been hampered by centralizing practices, including the dominant roles of the ruling party, weak administrative capacity at the local government and school levels, and limited resource base of local governments. The link between decentralization reforms and improved local service delivery has been inconclusive. This study suggests that the impact of decentralization on primary education has been mixed. While decentralization reforms may have facilitated the impressive expansion of access to primary education, quality indicators such as dropout rates and student learning assessments have shown little to no improvements. This study lays the groundwork for continued research into the vital link between decentralization and basic service delivery in Ethiopia and beyond.

How will digitalization influence the role of corporate headquarters (CHQs) and their relationships with their operating units? We recently asked 67 senior CHQ managers this question. The results suggest that CHQs expect to become more powerful and more involved in their operating units. These conclusions seem to be driven by perceptions that the ongoing digitalization will provide CHQ managers with more timely and better information. In this "Point of View", we discuss the potential pitfalls of such a narrative. We also offer ideas for how to avoid mistakes and ensure that CHQs increase their value-added in times of digitalization. In particular, we suggest that CHQs place emphasis on social interactions for data to be effectively collected and analyzed, for decision-making power to be adequately allocated, and for CHQ involvement to be informed and necessary.

This case study of four multi-campus colleges in New South Wales combines both qualitative and quantitative research instruments in a multiple-case study methodology to investigate the reasons why the DET restructured 34 of its comprehensive high schools into 11 multi-campus colleges and to study the interplay of the structural and cultural dynamics in those colleges. The study is situated in the literature on organisational behaviour whose perspective recognises the close interconnectedness between structure and culture but emphasises reculturing as the essence of effective organisational dynamism. In particular, special attention is given to Pace’s (2002) dynamics model which was redesigned into the Dynamics Paradigm that underpins the data analysis in this thesis. Using 16 structural-cultural dynamics criteria, themes and patterns were identified in the data and through iterative, inductive analysis, they were categorised into the different elements of the Dynamics Paradigm for analysis. Contextual contingency, curriculum, opportunity, economic rationalisation, politics and policies of the DET, plus demonstration effects from other Australian States and Territories were the reasons for the restructuring of the comprehensive high schools. The study identifies 12 areas for further research, recommends 32 policy options which could lead to improved outcomes for students and teachers in multi-campus colleges, and proposes 11 potential applications of this thesis. / Doctor of Philosophy (PhD)

<p>In this thesis the authors strive to investigate the risk management phenomena in the banking sector by conducting a longitudinal comparative study in two different banks i.e. Handelsbanken and Swedbank. In a broader perspective to understand the phenomena the authors depart from theoretical framework that recognizes the social and cultural elements of risk. However, to be more specific the thesis narrows down its analysis to three main variables that come under the realm of this discussion which are; how banks organizing for risk, how they measure it and the role of IT and human judgment. This study contributes to the banking sector by providing a road map of how successful banks manage risk. It highlights that the risk question should be addressed strategically and deemed to be a continuous phenomenon.</p>

In this thesis the authors strive to investigate the risk management phenomena in the banking sector by conducting a longitudinal comparative study in two different banks i.e. Handelsbanken and Swedbank. In a broader perspective to understand the phenomena the authors depart from theoretical framework that recognizes the social and cultural elements of risk. However, to be more specific the thesis narrows down its analysis to three main variables that come under the realm of this discussion which are; how banks organizing for risk, how they measure it and the role of IT and human judgment. This study contributes to the banking sector by providing a road map of how successful banks manage risk. It highlights that the risk question should be addressed strategically and deemed to be a continuous phenomenon.

Taiwan¡¦s monopoly system, originating from the Military Governor Ming-chuan Liu of Qing Dynasty and applied by the Japanese, was a major financial source in Japan-colonized Taiwan. Chen Yi, the first ROC Chief Executive and Garrison Commander of Taiwan, renamed the Monopoly Bureau of Government-General as the Monopoly Bureau of Taiwan and then continued its monopolistic business. He stipulated five items -- tobacco, alcohol, camphor, matches, and measurement gadgets-- be monopolized by government whereas private manufacturing and sales be barred under the supervision of the Monopoly Bureau. Also banned from private transactions are certain necessities, such as salt, lime, cane sugar, gasoline, and electricity, which were distributed by some authorities other than the Monopoly Bureau. It was thought that such measures could restrict individual capital, and reinforce national capital in the hopes of realizing the idea of the nation founding, based on the doctrines of the Three People¡¦s Principles. Dr. Sun Yat-sen, though asserting capital restrictions in some degree, was not opposed to private capital, but, rather, was keen to encourage private enterprises. He had the national industries developed by a dual action via both private enterprises and national organizations. His philosophy argued that those productions not so proper to be commissioned to a state-run organization as to a private one should, along with incentives from the state and protection by the law, be rendered to the latter for operations. Based on this, it appeared obvious that people¡¦s livelihood didn¡¦t connote nationalization. And by no means did livelihood denote that the government could confiscate the industries already operated by civilians. After a further study, a distinction could be found in the argument between the economic centralization implemented by the authorities of Taiwan¡¦s administrative officers and the capital restriction elaborated in the Principles of People¡¦s Livelihood. The colossal assets taken over from Japanese-owned industries didn¡¦t mean any opportunities to reinforce national capital. Instead, monopolistic business was designed to operate by the government and afterwards turned up being outstanding samples of state-owned businesses among the industries in post-war Taiwan. The key factor consisted in the fact that state-owned industries were run under the supervision of the Taiwan Provincial Assembly, which boosted the managerial performance. The revenues from monopolistic sales of tobacco and spirits were crucial to the finances of our country and were helpful to the development of its economic constructions. The monopoly featured two functions. One function was to revive the production of the state-owned industries, which laid a foundation to carry out a six-term Four-year Economic Program, beginning in 1953; to make a substitute for imports; to spur export expansion; and to help kick-start our country¡¦s economic boom. The other function was to improve village constructions with land reforms of Three-seven-five Rent Deduction (a program limiting the rent of a land to a maximum of 37.5 percent of its total product), Release of State Lands, and Land-to-the-tillers Movements. The monopoly system was an indispensable support of finances, and it also ensured that the capital from the agricultural sector could be transferred to the industrial sector, which proved that provincial constructions were closely related to national economic development.

In this study, value of quality information and the eects of centralization are investigated for a reverse supply chain consisting of a remanufacturer and a collector. Used products are collected and inspected to classify them into quality groups, then they are remanufactured to meet the demand of remanufactured products. The supply of collected products and demand of remanufactured products are both price-sensitive. The uncertain quality of the collected products is revealed by an inspection process. Two quality classes are considered, and the cost of remanufacturing depends on the quality class. The main decisions are on acquisition fee for the returns, the selling price for remanufactured products, and the transfer prices of inspected products between the collector and the remanufacturer. For this environment, centralized and decentralized settings are considered and dierent models that dier in availability of quality information when the pricing decisions are made are built. We explore the value of advance quality information and eects of centralization on the optimal prices and profits via a computational study.

The purpose of this paper is to use the model revised by Ferris et al. (2002) to study the the Effect of personal positive affect¡Bpersonal negative affect¡Borganizational formalization and organizational centralization on perceptions of organizational politics by SPSS 15.0 for windows and hierachical linear model( HLM). The sample consisted of 1890 employee selected from 41 organizations covering 9 industrial sectors in Taiwan. The data was analyzed by statistical methods are descriptive static, factor analysis, reliability analysis, correlation analysis and HLM analysis. For SPSS analysis,the major findings of this study as fallow: 1. perceptions of organizational politics were found have significant relevant with personal positive affect, personal negative affect and organizational centralization 2. perceptions of organizational politics were found have no significant relevant with organizational formalization. For HLM analysis,the major findings of this study as fallow: 1.Personal positive affect had a significant effect on perceptions of organizational politics. 2.Personal negative affect had a significant effect on perceptions of organizational politics. 3.Organizational centralization had a significant effect on perceptions of organizational politics. 4.Organizational formalization had no significant effect on perceptions of organizational politics. 5.Organizational centralization had moderate effect on the relationship between personal negative and perceptions of organizational politics. 6.Organizational centralization had no moderate effect on the relationship between personal positive and perceptions of organizational politics. 7.Organizational formalization had no moderate effect on the relationship between personal negative and perceptions of organizational politics. 8.Organizational formalization had no moderate effect on the relationship between personal positive and perceptions of organizational politics.

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There is no abstract available for this thesis.