The 2008 crash has left all the established economic doctrines - equilibrium models, real business cycles, disequilibria models - in disarray. Part of the problem is due to Smith’s "veil of ignorance": individuals unknowingly pursue society’s interest and, as a result, have no clue as to the macroeconomic effects of their actions: witness the Keynes and Leontief multipliers, the concept of value added, fiat money, Engel’s law and technical progress, to name but a few of the macrofoundations of microeconomics. A good viewpoint to take bearings anew lies in comparing the post-Great Depression institutions with those emerging from Thatcher and Reagan’s economic policies: deregulation, exogenous vs. endoge- nous money, shadow banking vs. Volcker’s Rule. Very simply, the banks, whose lending determined deposits after Roosevelt, and were a public service became private enterprises whose deposits determine lending. These underlay the great moderation preceding 2006, and the subsequent crash.

The Economic Institutions of Capitalism

Qualitative Interviewing: The Art of Hearing Data

Social Psychology of Organizations

The Rise of the Creative Class

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

This book shows, first of all, that leadership plays a crucial role in reinventing regions and branching out from an old path to something new in order to create more balanced and sustainable regional development. Second, it maintains that leadership is not a solo but a multi-agent and -level activity and that it needs to be discussed and studied as such. Third, as the book argues, leadership is shaped differently in various institutional and cultural contexts and on different scales. This book explores the ways leadership plays our in regional development context contributing to economically, socially and ecologically balanced sustainable future.

Leadership and change in sustainable regional development

This article aims to contribute to stakeholder theory by comparing the arena in which public managers make decisions. The description is based on a cross-national investigation carried out in England (2002) and in Brazil (2006). It offers descriptive and normative contributions about how Brazilian and English public sector managers perceive stakeholder influence. The analysis is depicted into a model that helps to evaluate the effect of stakeholder influences on decision making. According to this model, managers make decisions regulated, collaborated, oriented, legitimized and inspected by some influential stakeholders that need to be taken into account in their performance management.

A five-sided model of stakeholder influence

The aim of this paper is to contribute to the theor y of public management by presenting empirical evidence of using the Balanced Scorecard for third sector organ izations. The research was conducted within an inte rpretive paradigm using an action research strategy. Data wa s collected through focus group and individual inte rviews and analyzed using interpretation and content analy sis. The main limitation of this study lies in its application to a very singular type of organization that operates as a driver to improve the efficiency and nimblenes s of other public organizations, although the methods employed here are very likely to be applicable to other kin ds of organizations without adversely affecting the resul ts. The findings corroborate Kaplan and Norton’s (2 001) suggestion that non-profit organizations should put customers at the top of their strategic maps. They also indicate that sponsors should be considered a stron g stakeholder in the strategic plan, and need to be satisfied in order to ensure legitimacy and sustainability. Alth ough some authors have suggested that an overall fr amework should be devised for an entire organization, the e vidence indicates that developing a single Balanced Scorecard for each department promotes cooperation rather tha n competition and leads to synergy rather than fragmentation.

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The Balanced Scorecard as a Performance Management Tool for Third Sector Organizations: the Case of the Arthur Bernardes Foundation, Brazil

Twenty-first-century public leadership within complex governance systems: some reflections

Stemming from a need to understand strategic processes, examine current practices, and identify the needs of regeneration management professionals, this book cites current regeneration management practice within a framework which critically examines the theoretical models developed over the past twenty years. It features illustrative case studies, learning objectives, key themes boxes, and review and reflection segments, and explains strategic processes and new forms of local, sub-regional and regional management. It also investigates the development and extension of the roles of regeneration managers (which increasingly illustrate the uneven and contradictory nature of this subject), and raises important issues regarding how such individuals are supported and developed. This book:


examines current initiatives in order to present good practice
provides practitioners and students with an understanding of the choices, challenges and dilemmas faced by regeneration managers
focuses on the themes of partnership, capacity building and community engagement, participation and sustainability
has an accompanying web page featuring downloadable PowerPoint slides and test blanks.

A valuable resource for public sector managers, and urban management professionals, this book synthesises strategic literature and applies it within a changing local, sub regional and regional governance system. Providing a clear framework within which new models of strategy and implementation can be found, it presents a balanced approach between existing theory and practical case material.

Joyce Liddle

Papers

Leadership and change in sustainable regional development

A five-sided model of stakeholder influence

The Balanced Scorecard as a Performance Management Tool for Third Sector Organizations: the Case of the Arthur Bernardes Foundation, Brazil

Twenty-first-century public leadership within complex governance systems: some reflections

Management of Regeneration: Choices, Challenges and Dilemmas