Despite some understanding within the development literature about innovation in extreme contexts marked by challenges of institutional voids and resource scarcity, there exists little knowledge within organization theory and strategic management. To extend this understanding, I connect innovation in extreme contexts with research on social and purposeful innovation. But while the literature attributes social innovation to social entrepreneurs, we know little about how social entrepreneurs themselves view innovation. Questions that arise: How do social entrepreneurs conceptualize innovation broadly and specifically under extreme contexts marked by institutional voids and resource scarcity? I explore these questions using qualitative, descriptive and analytical methods by studying two communities of globally networked and formally recognized social entrepreneurs. Analysis is at meso level of innovation and value chains but observations are at micro level through document analysis, interviews, and observations. I reveal perceptions by social entrepreneurs on conceptual drivers, determinants and key features of innovation. The findings help organizational theorists to frame models of innovation to understand innovation among social entrepreneurs broadly and in extreme contexts. In contrast to social innovation presented in current literature, I find innovation among social entrepreneurs is viewed as a disparate range of understandings that stem from varied motivations, means and outcomes related to social concerns as well as user, efficiency, and challenge concerns. I further find that social entrepreneurs turn to a mix of technology, social, and institutional innovations to deal with, make use of, or overcome constraints. The varied concerns and approaches to innovation can be condensed using the construct of 'frugal innovation' which helps provide some cohesion to the seemingly disparate notions of innovation among social entrepreneurs. I build propositions from the findings and suggest models of innovation that help develop a theory of frugal innovation with implications and lessons relevant for theory, practice, policy and future research.

Comment caractériser la culture organisationnelle d’une entreprise multinationale tout en prenant en compte l’impact des cultures nationales des pays où elle opère ? Telle est la problématique que nous traitons à partir de l’exemple du groupe Saint-Gobain. Nous nous appuyons sur la méthodologie préconisée par Schein dans une démarche apparentée à la Grounded Theory. Nous avons identifié trois dimensions fondamentales principales s’appuyant sur une quatrième dimension complémentaire : - La première dimension porte sur les relations entre les personnes qui se caractérisent par un respect de la personne, un esprit de collaboration, un souci de développement des personnes et un profond respect de la hiérarchie. Nous avons reprise l’image de la famille pour caractériser Saint-Gobain ;- La deuxième dimension est l’action et la relation au monde. Saint-Gobain se caractérise par son esprit d’entreprise, sa prudence et son souci de conformité, son innovation, son attachement à la décentralisation, sa culture industrielle, un sens émergent du client, et sa responsabilité sociale. Nous la caractérisons comme une communauté d’entrepreneurs solidaires et prudents ;- La troisième dimension est la relation au temps : un temps long, ancré dans l’histoire et marqué par la durabilité. Une quatrième dimension complémentaire apparait, relative au respect des cultures nationales et à la prégnance de la culture française Nos travaux confirment la pertinence de la méthodologie de Schein comme le modèle de gestion français caractérisé par d’Iribarne. Par ailleurs les trois dimensions fondamentales que nous avons identifiées rejoignent la typologie de Hampden-Turner & Trompenaars. / How to define the organizational culture of a multinational corporation whilst taking into account the impact of the local cultures of countries where it operates? This question introduces the problematic nature of our study focused on the Saint-Gobain Group. Our research is based on Schein’s methodology in an approach related to the Grounded Theory. We have identified three main fundamental dimensions supported by a complementary fourth dimension:- The first dimension concerns relations among people which can be characterized by respect for people, team spirit, a concern for peoples’ development and profound respect for the hierarchy. To represent Saint-Gobain, we used the metaphor of the family;- The second dimension is the action and relation towards the world. Saint-Gobain is characterized by its entrepreneurial spirit, its prudence and its concern for conformity, its innovation, its commitment to decentralization, its industrial culture, an emerging sense of the customer, and its social responsibility. We characterize it as a community of supportive and prudent entrepreneurs; - The third dimension is the relation to time: a long time carved in history and marked by sustainability.The fourth complementary dimension, in respect of national cultures and the importance of French culture, appears either explicitly or through the practices of leaders and managers who have shaped the organization over time. Our work allows us to validate the relevance of Schein’s methodology and to confirm the French management model characterized by d’Iribarne. Moreover, the three identified fundamental dimensions correspond with the typology of Hampden-Turner & Trompenaars

<p>Denna uppsats problematiserar huruvida en ledares kulturella bakgrund påverkar dennes arbete. I ett allt mer internationaliserat Europa ökar samarbeten mellan människor och företag över de nationella gränserna i en ökande takt. Detta ställer krav på de ledare som skall samarbeta och samordna över nationella och kulturella gränser. Denna studie problematiserar det interkulturella ledarskapet och hur ledare ställer sig till frågor angående anpassning och samarbete. Då det framgår av Hofstede att stora skillnader finns mellan Sverige och Frankrike syftar denna studie till att undersöka hur svenska- och franska ledares nationella och kulturella bakgrunder påverkar deras arbetsroll.</p><p>Syftet med denna studie är att undersöka hur svenska och franska ledares interkulturella erfarenheter påverkar deras arbetsroll. Intresset ligger i att undersöka ledarnas reflektioner kring kultur och ledarskap.</p><p>En kvalitativ studie bestående av direktintervjuer med fem svenska och fem franska respondenter verksamma på ett internationellt företag både i Stockholm och Paris har genomförts för att samla empiri för att besvara syftet. De teorier som har använts är Hofstedes teori om kulturdimensioner och en teori från "The Michigan leadership studies" som beskrivs av Yukl. Studien använder även Scheins teori om kulturella nivåer.</p><p>Studiens slutsatser som dragits av den empiriska datan är både ett flertal likheter och skillnader. Likheterna bestod av en gemensam uppfattning om att anpassning och förståelse för den andre är mycket viktigt vad gäller ledarskap i interkulturella situationer. Skillnaderna låg i maktdistans, konfliktsökande kontra konsensussökande och olika sätt att se på individualism.</p> / <p>This study investigates with how a leader's cultural background influences their work and approach to international affairs. In the presently increasing internationalization in Europe, cooperation and partnerships between people and enterprises become more and more common. This fact influence and put pressure on the leaders abilities to cooperate and manage relations and work over national and cultural borders.</p><p>This study investigates the intercultural leadership and how leaders approach the issues of adaption and cooperation. Since Hofstede presents large differences between Sweden and France this study investigate how Swedish and French leaders' national and cultural backgrounds influence their profession as managers.</p><p>The purpose of this study is to investigate how Swedish and French leaders' intercultural experiences influence their professions. This study's interest lays in the leaders reflections towards culture and leadership.</p><p>In order to answer the thesis' purpose qualitative interviews has been conducted with five Swedish and five French senior managers or partners of an international enterprise in Stockholm and Paris. The theories used are Hofstede's cultural dimensions, a theory from "The Michigan leadership studies" presented by Yukl aswell as Schein's theory of cultural levels.</p><p>The conclusions of the study are that there are multiple similarities and differences between the two studied countries. The similarities consist of a common opinion that adaption and understanding of the foreign is very important in international leadership. The differences between Sweden and France were the power distance, conflict avoidance versus mutual agreement and different approaches towards individualism.</p> / <p>Cette étude analyse la façon dont un chef de file d'un milieu culturel différend influe sur le travail et l'approche des affaires internationales. Dans l'actuelle internationalisation croissante en Europe, la coopération et les partenariats entre les personnes et les entreprises deviennent de plus en plus fréquentes. Ce fait influence et met pression sur les capacités des dirigeants à coopérer et à gérer les relations et la coopération sur les frontières nationales et culturelles.</p><p>Cette étude enquête sur la façon dont les dirigeants de multinationales abordent les questions de l'adaptation et de la coopération. Puisque Hofstede a démontré de grandes différences entre la Suède et la France, cette étude vise à déterminer comment les différences de nationalité et de culture, influent sur le rôle de manager des dirigeants français et suédois.</p><p>Le but de cette étude est d'examiner comment les expériences interculturelles de travail des dirigeants français et suédois ont une incidence sur leur rôle. L'intérêt réside dans la réflexion des dirigeants sur l'association entre la culture et le leadership.</p><p>Une étude qualitative comprenant des entretiens directs avec cinq suédois et cinq français de cadre supérieur, ou partenaire d'une société internationale, basée à la fois à Stockholm et à Paris ont été menées afin de vérifié les théories. Les théories utilisées sont les dimensions culturelles de Hofstede, la théorie de la «direction des études Michigan", présenté par Yukl ainsi que la théorie culturel de Schein.</p><p>La conclusion de l'étude est qu'il existe de nombreuses ressemblances et différences entre les deux pays étudiés. La similitude principale est que l'adaptation et la compréhension de l'étranger est très importante dans le domaine du leadership international. Les différences entre la Suède et la France portent sur la distance hiérarchique, les facteurs de différence culturelles et lindividualisme et le collectivisme.</p>

Denna uppsats problematiserar huruvida en ledares kulturella bakgrund påverkar dennes arbete. I ett allt mer internationaliserat Europa ökar samarbeten mellan människor och företag över de nationella gränserna i en ökande takt. Detta ställer krav på de ledare som skall samarbeta och samordna över nationella och kulturella gränser. Denna studie problematiserar det interkulturella ledarskapet och hur ledare ställer sig till frågor angående anpassning och samarbete. Då det framgår av Hofstede att stora skillnader finns mellan Sverige och Frankrike syftar denna studie till att undersöka hur svenska- och franska ledares nationella och kulturella bakgrunder påverkar deras arbetsroll. Syftet med denna studie är att undersöka hur svenska och franska ledares interkulturella erfarenheter påverkar deras arbetsroll. Intresset ligger i att undersöka ledarnas reflektioner kring kultur och ledarskap. En kvalitativ studie bestående av direktintervjuer med fem svenska och fem franska respondenter verksamma på ett internationellt företag både i Stockholm och Paris har genomförts för att samla empiri för att besvara syftet. De teorier som har använts är Hofstedes teori om kulturdimensioner och en teori från "The Michigan leadership studies" som beskrivs av Yukl. Studien använder även Scheins teori om kulturella nivåer. Studiens slutsatser som dragits av den empiriska datan är både ett flertal likheter och skillnader. Likheterna bestod av en gemensam uppfattning om att anpassning och förståelse för den andre är mycket viktigt vad gäller ledarskap i interkulturella situationer. Skillnaderna låg i maktdistans, konfliktsökande kontra konsensussökande och olika sätt att se på individualism. / This study investigates with how a leader's cultural background influences their work and approach to international affairs. In the presently increasing internationalization in Europe, cooperation and partnerships between people and enterprises become more and more common. This fact influence and put pressure on the leaders abilities to cooperate and manage relations and work over national and cultural borders. This study investigates the intercultural leadership and how leaders approach the issues of adaption and cooperation. Since Hofstede presents large differences between Sweden and France this study investigate how Swedish and French leaders' national and cultural backgrounds influence their profession as managers. The purpose of this study is to investigate how Swedish and French leaders' intercultural experiences influence their professions. This study's interest lays in the leaders reflections towards culture and leadership. In order to answer the thesis' purpose qualitative interviews has been conducted with five Swedish and five French senior managers or partners of an international enterprise in Stockholm and Paris. The theories used are Hofstede's cultural dimensions, a theory from "The Michigan leadership studies" presented by Yukl aswell as Schein's theory of cultural levels. The conclusions of the study are that there are multiple similarities and differences between the two studied countries. The similarities consist of a common opinion that adaption and understanding of the foreign is very important in international leadership. The differences between Sweden and France were the power distance, conflict avoidance versus mutual agreement and different approaches towards individualism. / Cette étude analyse la façon dont un chef de file d'un milieu culturel différend influe sur le travail et l'approche des affaires internationales. Dans l'actuelle internationalisation croissante en Europe, la coopération et les partenariats entre les personnes et les entreprises deviennent de plus en plus fréquentes. Ce fait influence et met pression sur les capacités des dirigeants à coopérer et à gérer les relations et la coopération sur les frontières nationales et culturelles. Cette étude enquête sur la façon dont les dirigeants de multinationales abordent les questions de l'adaptation et de la coopération. Puisque Hofstede a démontré de grandes différences entre la Suède et la France, cette étude vise à déterminer comment les différences de nationalité et de culture, influent sur le rôle de manager des dirigeants français et suédois. Le but de cette étude est d'examiner comment les expériences interculturelles de travail des dirigeants français et suédois ont une incidence sur leur rôle. L'intérêt réside dans la réflexion des dirigeants sur l'association entre la culture et le leadership. Une étude qualitative comprenant des entretiens directs avec cinq suédois et cinq français de cadre supérieur, ou partenaire d'une société internationale, basée à la fois à Stockholm et à Paris ont été menées afin de vérifié les théories. Les théories utilisées sont les dimensions culturelles de Hofstede, la théorie de la «direction des études Michigan", présenté par Yukl ainsi que la théorie culturel de Schein. La conclusion de l'étude est qu'il existe de nombreuses ressemblances et différences entre les deux pays étudiés. La similitude principale est que l'adaptation et la compréhension de l'étranger est très importante dans le domaine du leadership international. Les différences entre la Suède et la France portent sur la distance hiérarchique, les facteurs de différence culturelles et lindividualisme et le collectivisme.

Though a popular and somewhat controversial topic in discussions on language in IB, the notion of English as a (business) lingua franca/(B)ELF still lacks clear conceptualisation. This paper argues that research in IB and linguistics can be mutually complementary and supportive in conceptualising BELF, and that it is important to separate the concept of BELF from that of a common corporate language. The paper synthesises key works from both disciplines to conceptualise BELF as an emergent, multilingual use of English that adapts to the demands and resources of the specific context. It further argues that Wenger's concept of Communities of Practice offers a useful bridge between the disciplines, and that there is a need for more empirical research.

Dans le contexte des effets de la mondialisation sur une économie émergente, le travail de recherche présenté ici s’attache à démontrer le processus d’ouverture internationale du manager industriel indien. Face aux mutations auxquelles sont confrontées les entreprises de la dixième économie mondiale, il est à la fois l’acteur de l’internationalisation et l’objet des transformations induites par celle-ci. Une recherche empirique et qualitative menée dans des entreprises industrielles indiennes décrit et modélise cette ouverture internationale pour la catégorie des managers intermédiaires, par le biais d’un programme de formation supérieure en gestion international indien, qui sert de cas d’étude : le Post Graduate Diploma in Management for Exécutive – PGDMX- dont le modèle réfèrent est américain. S’appuyant sur une analyse réflexive du discours de managers indiens diplômés PGPMX, ce travail s’attache à s’interroger sur l’homogénéité des pratiques et des théories managériales vis-à-vis de la spécificité de la culture du management à l’indienne. La mobilisation des concepts de la théorie de la pratique de Pierre Bourdieu, conduit à porter son attention sur l’existence d’un habitus international, et d’un gain en capital symbolique, culturel et social pour le manager diplômé du PGPMX. Les résultats montrent aussi une tension entre les nouveaux principes managériaux et les valeurs ancrées dans la culture indienne, en même temps qu’un processus « d’indigénisation sociale » du diplôme. Ce travail s’adresse, certes, aux entreprises publiques indiennes et en particulier aux services RH sur la gestion des talents, mais aussi aux Ecoles de management en Inde et en Occident; ainsi qu'aux entrepreneurs étrangers qui souhaitent développer des activités en Inde, en mettant en évidence la force de la violence symbolique, liée à toute intrusion culturelle, et source de résistance de par la nature autonome de la tradition indienne, à la fois industrielle, culturelle, et humaine. / In the context of the effects of globalization on an emerging economy, the research presented here is aimed at demonstrating the process of internationalization of middle managers in Indian industrial enterprises, via advanced management training. These very large public enterprises are both, key actors engaged in deploying globalization effects, and the objects of those transformations. Based on empirical and qualitative study, using semi-structured interviews carried out in these large Indian industrial enterprises, what follows is a report describing and modeling the internationalization of a panel of former participants of a Post Graduated Diploma in Management for Executives (PGPMX), of American MBA inspiration. The originality of this research is to offer a reflexive report of the nature of this training, as the participants experienced it, and the consequences for them professionally and personally. This allows the investigation of the fit of managerial practices and theory as offered by business schools, using the US model vis-à-vis the managerial demands in Indian enterprises, wrapped in the specificities of the Indian culture. As an interpretative strategy, the data gathered from the extensive field work was treated in reference to the project of Pierre Bourdieu—with particular attention to the figure of habitus, and special focus on modifications of capital’—symbolic, cultural and social; Result show a gain in all three, and reveal a residual tension between the new management principles, and the traditional values. This research, should be of value for the Human Resource Development function of Indian Industrial Enterprises, and for the schools of management—both Indian and Western, that offer these training programs. It should also interest foreign enterprises that seek entry into the Indian market, by enabling a better comprehension of the ‘symbolic violence’, associated with the intrusion of foreign cultural practices and values.

No description available.

Since the early 1990s, institutional approaches to organizations have increasingly focused on explaining the role of agency in processes of institutional creation and transformation. The paradox of embedded agency, the question of how actors can become motivated and enabled to transform supposedly taken-for-granted practices, structures and norms has become the fundamental puzzle of contemporary institutional theory. Recent attempts to resolve this puzzle under the label of “institutional work” focus on practices aimed at creating, maintaining, and disrupting institutions, but portray them as planned, discrete episodes that unfold in isolation from everyday organizational or social life. Thereby, the label highlights institutionalists’ current neglect of work in its literal meaning as actors’ everyday occupational tasks and activities. The detachment of institutional work from practical work constitutes a significant blind spot in institutionalists’ understanding of agency and calls for research that examines the reciprocity of institutions and work. Drawing on illuminating constructs from theories of practice, this study extends existing field-level approaches to the paradox of embedded agency. It argues for a practice-based institutionalism that focuses on individual actors and the role of their collective micro-level praxis in constituting macro-level institutions. It re-connects institutional arguments to every-day activity rather than organizational or managerial action, unpacks the micro-practices and micro–politics by which actors negotiate institutional contradictions and demonstrates the reciprocity of institutions and work. The research addresses the detachment of institutional and practical work through a single-case study of a global law firm’s banking group. It explores what banking lawyers do when they ‘do deals’ and how their practical work may attain institutional relevance. Positioned at the intersec-tion of local laws, international financial markets, commercial and professional logics, banking lawyers operate across multiple institutional frameworks. Observations and accounts of their work provide particularly rich insights into the dynamics of institutional persistence and change, because they illustrate empirically how contradictory institutionalized concepts, practices and logics are experienced, negotiated, and constituted at work.

International cooperation on export controls for technology is based on three assumptions, that it is possible: to know against whom controls should be directed; to control the international transfer of technology; and to define the items to be controlled. These assumptions paint a very hierarchical framing of one of the central problems in export controls: dual-use technology. This hierarchical framing has been in continual contention with a competitive framing that views the problem as the marketability of technology. This thesis analyses historical and contemporary debates between these two framings of the problem of dual-use technology, focusing on the multilateral Wassenaar Arrangement on Export Controls for Conventional Arms and Dual-Use Goods and Technologies. Using a framework of concepts from Science & Technology Studies and the theory of sociocultural viability, I analyse the Arrangement as a classification system, where political, economic, and social debates are codified in the lists of controlled items, which then structure future debates. How a technology is (not) defined, I argue, depends as much on the particular set of social relations in which the technology is enacted as on any tangible aspects the technology may have. The hierarchical framing is currently hegemonic within Wassenaar, and I show how actors that express this framing use several strategies in resolving anomalies that arise concerning the classification of dual-use technology. These strategies have had mixed success, and I show how they have adequately resolved some cases (e.g. quantum cryptography), while other areas have proved much more difficult (e.g. focal plane arrays and computers). With the development of controls on intangible technology transfers, a third, egalitarian framing is arising, and I argue that initial steps have already been taken to incorporate this framing with the discourse on dual-use technology. However, the rise of this framing also calls into question the fundamental assumption of export controls that technology is excludable, and therefore definable.

<p>Potreba za organizovanom za&scaron;titom i upravljanjem za&scaron;tićenim područjima prirode javila se krajem XIX&nbsp; vijeka. To koindicira sa konstituisanjem prvog Nacionalnog parka na svijetu, Jelouston, Amerika. Formalno su za nacionalne parkove progla&scaron;ena područja Durmitora, Lovćena i Biogradske gore 1952. godine. Sljedeće za&scaron;tićeno područje, Skadarsko jezero, progla&scaron;eno je 1983. dok je najmlađi Nacionalni park Prokletije formiran 2009. godine. Najmlađe za&scaron;tićeno područje u Crnoj Gori je Regionalni park Piva. Činjenica da je Crna Gora prva deklarisana ekolo&scaron;ka država na svijetu, &scaron;to je Ustavom definisana kategorija, obavezuje sve subjekte na lokalnom, regionalnom i<br />državnom nivou da se aktivno uključe u proces organizovanog upravljanja i za&scaron;tite područja prirode i da na kompleksan način rade na unapređenju i održivom kori&scaron;ćenju njihovih resursa. Primarna funkcija u svim tim procesima mora biti za&scaron;tita prirodnih elemenata, stani&scaron;ta, vrsta i habitata.</p> / <p>The need for an organized protection&nbsp; and management of protected natural areas&nbsp; emerged in the late XIX century. it coincides with the establishment of the first national park in the world, Yellowstone, USA. Areas of Durmitor, Lovcen and Biogradska Gora were formally declared national parks in 1952.Skadar Lake became protected area in1983, while the youngest national park Prokletije was declared in 2009. The youngest protected area in Montenegro is the Regional Park Piva.The fact that according to theConstitution Montenegro was declared the world&#39;s first ecological state, obliges all parties at local, regional and state level to actively engage in a process of organized management and protection of natural areas, as well as to work on improvementand sustainable usage of their resources. Primary function in all those processes&nbsp; should be the protection of natural elements, species and habitats.</p>