Addressing the environmental challenges of the 21st century requires substantial changes to the way modern society views and manages ecosystems In particular, many authors contend that fundamental transformation of the largely sectoral, expert-centered ecosystem-management institutions of modern, Western societies is needed There is increasing agreement that more adaptive, integrated, collaborative ecosystem-management approaches, interlinked at multiple scales, would improve society's ability to sustainably manage complex social-ecological systems Therefore, understanding processes of transformation, and factors that may enable transformation in ecosystem management, has become an active research area We explore ecosystem-management transformations using a social-innovation framework Based on three local-level case studies of transformation in freshwater management, we provide a pilot assessment of factors that may promote the emergence and adoption of integrated, collaborative ecosystem-management approaches Our analysis suggests that ongoing environmental degradation, increasing environmental awareness, and shifting societal values are creating fertile ground for the emergence and adoption of new approaches to ecosystem management Based on the case studies we examined, we suggest that initiatives that foster environmental awareness and attachment to local ecosystems, develop capacity for social entrepreneurship in the environmental arena, promote dialogue between key stakeholders, and provide institutional support to new institutions may facilitate the emergence of integrated, collaborative ecosystem-management approaches

/pdf/navigating-the-back-loop-fostering-social-innovation-and-4samizk6w9.pdf

Navigating the Back Loop: Fostering Social Innovation and Transformation in Ecosystem Management

The past quarter century has witnessed many developments in the research and prac- tice of managing human resources in the United States In this article, we briefly de- scribe two major areas in which these developments have been unfolding: strategic human resource management and international human resource management Across these two areas of activity, HRM in the U S has evolved to encompass a greater ap- preciation of issues associated with: the systemic character of human resource man- agement, the role that context plays in shaping HR policies and practices, the impor- tance of demonstrating the effectiveness of HR policies and practices, the value of ad- dressing the concerns of multiple stakeholders, the need for partnership in managing human resources, the complexity of managing human resources in multinational en- terprises, and the challenge of developing theories and frameworks that provide new and useful insights about how to address all of these issues We conclude with a brief summary and our thoughts about the future of HRM in the US context and the con- tinued importance of the international perspective

https://www.econstor.eu/bitstream/10419/78888/1/755830369.pdf

A Quarter-Century Review of Human Resource Management in the U.S.: The Growth in Importance of the International Perspective **

The impact of internal marketing activities on external marketing outcomes

The main purpose of this exploratory study was to examine the relationship between certain learning organization characteristics and change adaptation, innovation, and bottom-line organizational performance. The following learning organization characteristics were found to be the strongest predictors of rapid change adaptation, quick product or service introduction, and bottomline organizational performance: open communications and information sharing; risk taking and new idea promotion; and information, facts, time, and resource availability to perform one's job in a professional manner.

/pdf/examining-the-relationship-between-learning-organization-1w4i5gotyi.pdf

Examining the relationship between learning organization characteristics and change adaptation, innovation, and organizational performance

While the literature highlights the continuing, and indeed growing, significance of the challenge of implementing change effectively (eg Kotter, 1994; Carnall, 1999) and explores reasons for failures (eg Kotter, 1996) there seems to be little agreement on a way forward. The seeds for potential progress appear to lie within the examination of change competencies and the building of capability for managing significant and continuing change. This paper examines the literature relating to change competencies and capabilities and presents a case study which demonstrates how a competence-based approach has been applied in practice. The process of identifying critical competencies is explored, and a specific change competency framework is examined. In exploring the case, qualitative evidence is presented which suggests that the competency framework, and its application in practice, has had a real impact on the development of change capability in an organisation. This research is seen as being exploratory, howeve...

Building change leadership capability: ‘The quest for change competence’

Part 1 Delivering core capabilities. Part 2 Creating strategic clarity: become a strategic partner. Part 3 Making change happen: become a change agent. Part 4 Creating intelligent capital: be employee champion.

Delivering Results: A New Mandate for Human Resource Professionals

Acknowledgments.About This Book.How to Use This Book.Introduction (Louis Carter, David Ulrich, Marshall Goldsmith).1. Agilent Technologies, Inc.2. Corning.3. Delnor Hospital.4. Emmis Communications.5. First Consulting Group.6. GE Capital.7. Hewlett-Packard.8. Honeywell Aerospace.9. Intel.10. Lockheed Martin.11. Mattel.12. McDonald's Corporation.13. MIT.14. Motorola.15. Praxair.16. St. Luke's Hospital and Health Network.17. StorageTek.18. Windber Medical Center.19. Conclusion: Practitioner Trends and Findings.About the Best Practices Institute.About the Editors.Index.

Best Practices in Leadership Development and Organization Change

Partial table of contents: MANAGE HUMAN RESOURCES LIKE A BUSINESS. The Business of Human Resources (K. Alvares). Frameworks for Human Resource Professionals Participating in Business Relationships (D. Lake). PLAY NEW ROLES. What Human Resource Practitioners Need to Know for the Twenty--First Century (W. Burke). RESPECT HISTORY, CREATE A FUTURE. The Future of Human Resources: Forging Ahead or Falling Behind? (R. Anderson). Leadership Development in the Future: The Impact of New Technology (M. Goldsmith). BUILD AN INFRASTRUCTURE. Human Resource Leadership in Knowledge--Based Entities: Shaping the Context of Work (H. Bahrami & S. Evans). REMEMBER THE "HUMAN" IN HUMAN RESOURCE. Is the Human Resource Function Neglecting the Employees? (B. Ellig). GO GLOBAL. The Human Resource Challenge in China: The Importance of Guanxi (A. Tsui). About the Authors. Index.

Tomorrow's HR management : 48 thought leaders call for change

Best Practices in Leadership Development and Organization Change: How the Best Companies Ensure Meaningful Change and Sustainable Leadership

"This definitive work on HR competencies provides ideas and tools that help HR professionals develop their career and make their organization effective". (Edward E. Lawler III, Professor, University of Southern California). "This book is a crucial blueprint of what it takes to succeed. A must have for every HR professional". (Lynda Gratton, Professor, London Business School). "One single concept changed the HR world forever: 'HR business partner'. Through consistent cycles of research and practical application, Dave and his team have produced and update the most comprehensive set of HR competencies ever". (Horacio Quiros, President, World Federation of People Management Associations). "Packed with facts, evidence, and prescriptive advice. It is about being a business leader first, and an HR professional second". (Randy MacDonald, Senior Vice President, Human Resources, IBM Corporation). "The concepts and competencies presented in this book provide HR leaders with new insights". (Gina Qiao, Senior Vice President, HR Lenovo). "Powerful, relevant and timely! Defines "new HR" in a pragmatic way. This book is a must for leaders and HR folks who seek to create sustainable competitive advantage". (Satish Pradhan, Chief, Group Human Resources, Tata Sons Limited). "You can't argue with the data! This book is a definitive and practical guide to learning the HR competencies for success". (John Lynch, Senior Vice President, HR, General Electric). "A must read for any HR executive. This research-based competency model is particularly compelling because it is informed by the perspective of non-HR executives and stakeholders". (Sue Meisinger, Distinguished speaker and author, former CEO of SHRM). "Read this book for a unique long-term perspective on where HR competencies have brought us and must take us in future". (John Boudreau, Professor, University of Southern California and Research Director, Center for Effective Organizations).

David Ulrich

Papers

Delivering Results: A New Mandate for Human Resource Professionals

Best Practices in Leadership Development and Organization Change

Tomorrow's HR management : 48 thought leaders call for change

Best Practices in Leadership Development and Organization Change: How the Best Companies Ensure Meaningful Change and Sustainable Leadership

HR from the outside in : the next era of human resources transformation