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Implementing sustainability in large public organizations: impacts of bureaucracyKeysar, Elizabeth J. 09 April 2013 (has links)
Environmental Planning theory tells us that continued improvement in environmental outcomes will require new approaches that are voluntary; behavior change will come from within organizations, not imposed from outside. The concept of sustainability fits in this new phase of environmental planning and policy. In order for organizations to be successful in achieving sustainability goals, they must create an organizational context that produces innovative ideas (considered a strength of organic or learning organizations), along with an organizational context that effectively manages and implements continuous change (considered a strength of bureaucratic organizations). Effectively striking this balance appears to be a key component of making progress in sustainability for large public organizations. The research completed through this doctoral dissertation addresses gaps in the literature by asking the question: How have large public organizations implemented sustainability programs?
A multiple case study design was used that examined three large public organizations that have adopted sustainability goals and established programs for achieving these goals. The data were analyzed based on a conceptual framework that predicts the types of activities and attributes organizations will exhibit to successfully achieve sustainability goals. The results demonstrate that sustainability implementation in these organizations is dependent upon leadership support, cross-functional teams, orientation to the external environment, effective management systems and consistent support over time. Bureaucratic organizations are structured to effectively accomplish the core mission, but if they also want to be more sustainable, they must adopt and promote more organic attributes to enable change, learning and innovation.
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An investigation of collaborative buyer-supplier relationships in HongKong manufacturing firmsShiu, Wing-kei., 邵潁琪. January 2000 (has links)
published_or_final_version / Industrial and Manufacturing Systems Engineering / Master / Master of Philosophy
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Designing institutions for inter-agency cooperation: a study of landslide management in Hong Kong陳素娥, Chan, So-ngor. January 2001 (has links)
published_or_final_version / Politics and Public Administration / Master / Master of Philosophy
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Interorganizational relations in local governments: issues in the provision of recreation servicesGagnon, Caroline 05 1900 (has links)
In order to deal with on-going environmental pressures and uncertainty, organizations
have established linkages with other organizations as one strategy to deal with these new
challenges (Fenell, Ross & Warnecke, 1987; Oliver, 1990; 1991; Thibault, Frisby &
Kikulis, 1997). The establishment of partnerships is viewed by organizations as a new
way of operating to control and minimize environmental pressures.
The purpose of this study was to identify and understand issues of interorganizational
relations between local governments, specifically departments of Parks and Recreation
and community organizations providing recreation and sport services. Specifically,
reasons for being involved in partnerships as well as advantages and challenges of
partnerships were investigated as part of this research.
The City of Surrey was selected as the research site for this study on the analysis of
interorganizational relationships between its Parks and Recreation department and three
community organizations providing recreation services and programs: Surrey Knights
Swim Club, Surrey Youth Soccer Association, and Surrey Minor Hockey Association.
The City of Surrey was chosen given its large territory, its population growth, its
decreasing funds for recreation services, and its limited number of recreation facilities.
Through semi-structured interviews with key informants, issues on interorganizational
relations were discussed. The main reasons for involvement were described as access to
financial and facility resources. With the economic pressures that local governments are
facing, the establishment of partnerships represents an appealing option to meet these
challenges. Furthermore, the Surrey Parks and Recreation department is linking with
community organizations in order to gain credibility within the community. By
establishing working partnerships with one another, community organizations and Surrey
Parks and Recreation department are able to provide the same level of services to the
community, consequently leading to the welfare of the community.
The final topic that was discussed during this research was the levels of intensity of the
partnerships and its relation to loss of autonomy. Using Oliver's (1990) model, it was
found that all levels of intensity were evident at one point or another in the partnerships
and that these levels varied according to the environmental context. However, the loss of
autonomy, as described by Oliver (1990) did not appear to be a factor influencing the
partnerships. This might be due to the fact that all partners were involved in these
partnerships for the same goals and purposes and not to compete against each other.
Interorganizational relationships were an intricate and important dimension of the
organizations studied. It is essential for organizations to better understand issues
surrounding partnerships in order to effectively engage in linkages that are beneficial to
all partners involved in this process and to the public.
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Collaborative advantage and collaborative inertia in a micro level study of interorganizational relationships (IORs) between Canadian sport and recreation organizationsAlexander, Edward William 11 1900 (has links)
In 2002, the Canadian government released a new Sport Policy that has included
'enhanced interaction' as one of its four goals for sport organizations (Canadian Heritage,
2002). Research on interorganizational relationships (IORs) specific to the Canadian
sport context has suggested that while broad potential benefits exist for organizations
seeking to build linkages (Thibault & Harvey, 1997), organizations need to be aware of
the challenges that are involved in managing IORs (Thibault, Frisby & Kikulis, 1999;
Thibault, Kikulis, & Frisby, in press; Frisby, Thibault, & Kikulis, in press).
The purpose of the study was to examine collaborative advantage and
collaborative inertia in IORs between a sport organization and recreation organizations
using Huxham and Vangen's (2000a) conceptual framework. Studying the IORs of a
provincial sport organization (PSO) involves a stakeholder group that has not been the
object of previous IOR research in Canadian sport, despite the suggestion that a more
comprehensive understanding of different stakeholder perspectives was needed (Thibault
& Harvey, 1997). Huxham and MacDonald's research found that both collaborative
advantage (achieving a result that each individual organization could not achieve alone)
and collaborative inertia (where IORs do not move forward, leading to frustration) are
possible outcomes of relationships (1992). Huxham and Vangen's (2000a) seven factors
causing collaborative inertia were used to understand the extent to which inertia was
present in the cases studied, and how inertia in the IORs was being managed.
In this qualitative study, data gathered from document analysis, information
meetings and observations, and semi-structured interviews revealed that collaborative
advantage was achieved in the two relationships between a PSO (Tennis BC) and two
municipal recreation departments (Lake City and River City). The findings also suggest
that the factors leading to collaborative inertia existed in different amounts in these IORs.
The inertia present existed in two different forms. The first was related to Huxham and
Vangen's factors that described collaborative inertia emerging from organizational
sources, and the second was related to individual sources, such as difficulties in
communicating, negotiating power and trust, and negotiating autonomy. Another
significant finding suggested that divergent expectations that emerged at the end of the
first year of the IOR present a threat for increased collaborative inertia in the future of
these IORs if not adequately managed.
The role of IORs is increasingly important to sport organizations in Canada (cf.
Babiak, 2003; Glover, 1999a; 1999b; Thibault et al., 1999; in press; Frisby et al., in
press). Researchers have overlooked understanding the challenges of managing these
relationships until recently (Frisby, et al., in press). Findings from this study support the
notion that factors emerge during collaborative actions between organizations that pose a
threat to realizing the advantages identified during the formation of IORs. Continued
research on the process of managing IORs is needed to better understand how inertia can
be limited to ensure Canadian sport organizations maximize advantage through these
relationships.
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Guanxi in Inter-firm relationship management in China.Li, Xiaobei, Organisation & Management, Australian School of Business, UNSW January 2007 (has links)
The interaction of the personnel boundary in inter-firm relationship management is viewed as particularistic in China instead of universalistic as in many Western cultures. Specifically, guanxi networks, the Chinese system of inter-personal relationship, have strong strategic implications for business interactions. The practices of guanxi and the social norms associated with guanxi are complicated. On the one hand, guanxi practices can be traced back to Confucianism; on the other hand, guanxi???s significance has been changing in line with China???s economic reform. In this research, we have attempted to find what presently constitutes good guanxi in inter-firm relationship management against this dynamic backdrop. Additionally, from the transaction cost economies (TCE) perspective, we provide an analysis that guanxi-based business practices offer transaction cost advantages as an alternative to market-based practices. We argue that such advantages partially result from guanxi???s effect on the reduction of opportunist behaviors. Backed up by 97 questionnaire responses from firms in Shanghai and 15 semi-structured interviews, our study confirms that, in inter-firm relationships management, trust, affection and long-term orientation are features of close guanxi. To enhance guanxi quality, familiarization by self-disclosure and the presence of mutual benefits are also necessary, providing practical implications for business practitioners in China. Our study also indicates that guanxi business partners are expected to be obligational in business and flexible in contingencies. Opportunistic behaviors can be mitigated by adopting guanxi practices, supporting the TCE logic. In an absence of a rationalized legal system, guanxi may fill the gaps in the enforcement of the written contract.N
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The antecedents and consequences of the marketing manager and R&D manager working relationship during new product development an empirical study /Kyriazis, Elias. January 2005 (has links)
Thesis (Ph.D.)--University of Wollongong, 2005. / Typescript. Includes bibliographical references: leaf 218-237.
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School-business partnership : a study of the perspectives of secondary school principals and business executives in Nigeria /Anunkor, Elizabeth Ijeoma Alozie. January 1995 (has links)
Thesis (Ed.D.)--Teachers College, Columbia University, 1995. / Includes tables. Typescript; issued also on microfilm. Sponsor: Frank L. Smith Jr. Dissertation Committee: Susan Otterbourg. Includes bibliographical references (leaves 169-175).
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The sum of their fears the relationship between the Joint Targeting Coordination Board and the Joint Force Commander /Moeller, Michael R. January 1995 (has links)
Thesis (M.M.A.S.)--School of Advanced Airpower Studies, Air University, 1994. / "August 1995" " Includes bibliographical references (p. 61-65).
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Value co-creation in industrial buyer-seller partnerships--creating and exploiting interdependencies : an empirical case study /Forsström, Birgitta. January 2005 (has links)
Thesis (Doctoral)-- Åbo Akademi., 2005. / Extra t.p. with thesis statement inserted. Errata slip inserted. Includes bibliographical references (p. 182-190).
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