This article discusses how agency is emergent from the asymmetrical power interactions of multiple social actors and organizations. Agency, contingent and relational, is creative even when interpreted by people as unsuccessful. I employ ethnographic research from within a local authority sustainability team who were threatened with redundancy because of funding cuts imposed during the implementation of British Prime Minister David Cameron's Big Society project. In order to manage their situation, possible futures had to be re-imagined and appropriately contained through processes of self-assessment and self-management. The ability to enable self-directing action was often evident but was frequently interpreted by people as unsuccessful. This stemmed from misrecognition, scarcity and the lack of capacity to bring about full and substantial changes. Both the sustainability team and their work emerge from this process reduced and reformed through the competing tensions of systems of political governance and technologies of the self.
Relationships emerging between corporate actors and environmental conservation organizations range from partnerships in field operations to gifts brokered at the upper echelons of corporate and nongovernmental organization (NGO) management. Drawing on Mauss’s original formulation of “the gift,” I consider the social consequences and contexts of these relationships, over various territorial and temporal scales. I argue that recent critiques of conservation NGOs for having “sold out” to corporate interests obscure a more nuanced view of such relationships, their roots in the history of wildlife conservation under colonial circumstances, and their connections to new modes of hybrid environmental governance. These latter include transformations in corporate practice vis-à-vis consumer preference, processes of certification, and educational impacts on professional training for industry personnel, as well as the adoption by many NGOs of terminologies and planning processes from the corporate world. These relational norms and institutional transformations make any oversimplified notion of corporate responsibility insufficient with respect to environmental sectors.
This article deals with the political, programmatic, and organizational changes within the Christian Democratic Union (CDU) during the time of the second grand coalition (2005-present). For the CDU, the period of the grand coalition is a time of waiting concerning its organizational and programmatic reform processes. Thus, the election of 2009 will be crucial for the political development of the party—in respect to its political profile, as well as its strategic options within the political market.
Barbara Grant and Penny Welch
acquisition of credentials from a high-status institution. Chapter 6, ’Modern working life and organizations – change, dynamism, and post-bureaucracy?’, critiques the view that bureaucratic structures inhibit productivity and creativity and have been or
Alan Crookham, Nina Finigan, Elizabeth Plumridge, and Michelle Horwood
, possibility, and creativity inherent in organizational change. Mediated through his experience as director of the Prince of Wales Northern Heritage Centre (PWNHC) in the Northwest Territories and Glenbow Museum in Alberta, Canada, he presents us with a
Shas, Politics, and Religion
harm its independent standing if the Ministry of Education made organizational changes in the state education system. In March 2007, as a result of this coalition agreement, the Israeli government considered an amendment to the State Education Law of
Das Sein bestimmt das Bewusstsein?
. 2001 . Institute of International Studies, UC Berkeley. May 9. The Network Society and Organizational Change . http://globetrotter.berkeley.edu/people/Castells/castells-con4.html (accessed 25 September, 2017 ). Chalfin , Brenda . 2014 . “ Public
that describes very well the organizational changes within the Soviet Communist Party between the February Revolution in 1917 and the Moscow Trials 1936–1938. The end result sees the group transformed back into a congealed, (re-) serialized subject
Historical Obstacles, Current Situation, Future Challenges
Dan Podjed, Meta Gorup, and Alenka Bezjak Mlakar
Anthropology 1 , no. 1 : 26 – 44 . van Marrewijk , A. , M. Veenswijk and S. Clegg ( 2010 ), ‘ Organizing Reflexivity in Designed Change: The Ethnoventionist Approach ’, Journal of Organizational Change Management 23 , no. 3 : 212 – 29 . 10
A Case in Education for the Gulf Cooperation Council Countries
Faryal Khan and Maricel Fernandez-Carag
, and so on. Process Evidence/Throughput Evidence Evidence concerning the processes followed during implementation of the EFA goals per GCC member state is provided through national policies and legislation, organizational changes, program planning and