According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

The present historical moment may seem a particularly inopportune time to review Bowling Alone, Robert Putnam's latest exploration of civic decline in America. After all, the outpouring of volunteerism, solidarity, patriotism, and self-sacrifice displayed by Americans in the wake of the September 11 terrorist attacks appears to fly in the face of Putnam's central argument: that \"social capital\" -defined as \"social networks and the norms of reciprocity and trustworthiness that arise from them\" (p. 19)'has declined to dangerously low levels in America over the last three decades. However, Putnam is not fazed in the least by the recent effusion of solidarity. Quite the contrary, he sees in it the potential to \"reverse what has been a 30to 40-year steady decline in most measures of connectedness or community.\"' As an example of how the current \"war on terrorism\" could generate a durable civic renewal, Putnam points to the burst in civic practices that occurred during and after World War II, which he says \"permanently marked\" the generation that lived through it and had a \"terrific effect on American public life over the last half-century.\" 3 If Americans can follow this example and channel their current civic

Bowling alone: The collapse and revival of American community

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)

Symposium Review: 25th Anniversary of Moral Boundaries by Joan Tronto

http://library.um.ac.id/free-contents/downloadpdf.php/buku/focus-groups-as-qualitative-research-by-morgan-david-l-11476.pdf

Focus groups as qualitative research / by Morgan, David L.

The Covid-19 crisis as a career shock: Implications for careers and vocational behavior.

Career interrupted? The case of the self-directed expatriate

Globalisation has led to increasing international mobility amongst business and education professionals. Whilst expatriate management literature focuses on expatriate assignment of corporate executives, expatriate academics remain an under researched group. Higher education literature has focused on internationalisation of education systems, notably the growth in international strategic alliances between universities, and mobility amongst students. Therefore compared with what is known about the student body, very little is known about the experiences of internationally mobile academics. Drawing on a qualitative study of academics, this paper evaluates the use of metaphor for understanding the “motivation to go” overseas and the “experience” of expatriation. It evaluates four metaphors which have emerged from the study for expatriating and four others for the experience of expatriation. Finally it suggests that the voluntary, self‐selecting expatriate should be much more extensively researched.

Leaving and experiencing: why academics expatriate and how they experience expatriation

Purpose – To provide a theoretically grounded exploration of the family's role in the decision to expatriate independently.Design/methodology/approach – This is a qualitative study drawing on data collected in interviews with 30 British faculty working in universities in Singapore, New Zealand, Turkey and the United Arab Emirates. Data analysis was performed using computer assisted qualitative data analysis software (NVivo).Findings – Family played a strong role in the decision to expatriate independently, particularly spouse and children. Yet, extended family remaining in the home country were also implicated. Moreover, participants drew on previous family experiences and history to explain their decision. The concept of the “significant” other was useful in explaining these findings.Research limitations/implications – As an exploratory study the sample size was appropriate. However, a larger study might present further themes and/or allow generalization. Alternative family forms were not well represente...

Self‐directed expatriation: family matters

Purpose – This paper aims to examine the “darker side” of what it means to engage in an international academic career. Extending beyond well‐documented themes relating to the difficulties of cross‐cultural adjustment and unfulfilled expectations/opportunities for promotion, this paper seeks to introduce “transience and risk” as two important dimensions of this very specific career choice. The paper draws especially on the contemporary “new” careers literature, including conceptions of career exploration as a framework to understand the research findings.Design/methodology/approach – The paper employs a qualitative methodology, drawing on semi‐structured interviews conducted in situ with 30 expatriate academics in four different countries.Findings – Transience and risk were identified as two important dimensions of the “darker side” of pursuing an international academic career. However, these two dimensions also had further positive aspects, thus signalling the complex and often contradictory nature of thi...

Julia Richardson

Papers

The Covid-19 crisis as a career shock: Implications for careers and vocational behavior.

Career interrupted? The case of the self-directed expatriate

Leaving and experiencing: why academics expatriate and how they experience expatriation

Self‐directed expatriation: family matters

The darker side of an international academic career