Doing your research project , Doing your research project , کتابخانه دیجیتالی دانشگاه علوم پزشکی و خدمات درمانی شهید بهشتی

Doing Your Research Project

Governance failures are at the origin of many resource management problems. In particular climate change and the concomitant increase of extreme weather events has exposed the inability of current governance regimes to deal with present and future challenges. Still our knowledge about resource governance regimes and how they change is quite limited. This paper develops a conceptual framework addressing the dynamics and adaptive capacity of resource governance regimes as multi-level learning processes. The influence of formal and informal institutions, the role of state and non-state actors, the nature of multi-level interactions and the relative importance of bureaucratic hierarchies, markets and networks are identified as major structural characteristics of governance regimes. Change is conceptualized as social and societal learning that proceeds in a stepwise fashion moving from single to double to triple loop learning. Informal networks are considered to play a crucial role in such learning processes. The framework supports flexible and context sensitive analysis without being case study specific. First empirical evidence from water governance supports the assumptions made on the dynamics of governance regimes and the usefulness of the chosen approach. More complex and diverse governance regimes have a higher adaptive capacity. However, it is still an open question how to overcome the state of single-loop learning that seem to characterize many attempts to adapt to climate change. Only further development and application of shared conceptual frameworks taking into account the real complexity of governance regimes can generate the knowledge base needed to advance current understanding to a state that allows giving meaningful policy advice.

A conceptual framework for analysing adaptive capacity and multi-level learning processes in resource governance regimes

This paper is an effort to review and organize the now vast literature on inter firm networks, with the aim of assessing the important current forms of net work, the organizational mechanisms supporting them, and the main variables that have been shown to influence network emergence and shape. These results are achieved through a literature review encompassing a number of approaches across the social sciences. The paper can therefore be used as a typological state-of-art on inter-firm networks, and as a basis for developing hypotheses of relationship between network antecedents and forms.

Inter-firm Networks: Antecedents, Mechanisms and Forms

Multi-organizational partnerships are now an important means of governing and managing public programmes. They typically involve business, community and not-for-profit agencies alongside government bodies. Partnerships are frequently contrasted with competitive markets and bureaucratic hierarchies. A more complex reality is revealed once partnerships as an organizational form are distinguished from networks as a mode of social co-ordination or governance. Data from studies of UK urban regeneration partnerships are used to develop a four-stage partnership life cycle: pre-partnership collaboration; partnership creation; partnership programme delivery; and partnership termination. A different mode of governance - network, market or hierarchy - predominates at each stage. Separating organizational form from mode of governance enables a richer understanding of multi-organizational activity and provides the basis from which theory and practice can be developed. The key challenge for partnerships lies in managing the interaction of different modes of governance, which at some points will generate competition and at other points collaboration.

https://onlinelibrary.wiley.com/doi/pdf/10.1111/1467-9299.00103

The Dynamics of Multi‐organizational Partnerships: an Analysis of Changing Modes of Governance

This article enlarges the existing literature on the varieties of capitalism by identifying a third basic variety that does not resemble the liberal market economy or coordinated market economy types. The dependent market economy (DME ) type, as it is named by the authors, is characterized by the importance of foreign capital for the socioeconomic setup and is located in postsocialist Central Europe. Since the collapse of state socialism in the late 1980s, the Czech republic, Hungary, poland, and the slovak republic have introduced a rather successful model of capitalism when compared with other postsocialist states. This article identifies the key elements of the DME model and discusses their interplay. DME s have comparative advantages in the assembly and production of relatively complex and durable consumer goods. These comparative advantages are based on institutional complementarities between skilled, but cheap, labor; the transfer of technological innovations within transnational enterprises; and the provision of capital via foreign direct investment.

/pdf/enlarging-the-varieties-of-capitalism-the-emergence-of-250dd37826.pdf

Enlarging the Varieties of Capitalism: The Emergence of Dependent Market Economies in East Central Europe

Introduction - Jennifer Frances et al PART ONE: MARKETS Introduction - Rosalind Levaci[ac]c On Markets - Alfred Marshall Markets and Government - Rosalind Levaci[ac]c An Overview Socialism, Planning, and the Market - Hans Breitenbach, Tom Burden and David Coates Market Process versus Market Equilibrium - Israel M Krizner Markets and Managerial Hierarchies - Tony McGuinness Creating the Single European Market - Dennis Swann Which Internal Market? The NHS White Paper and Internal Markets - Penelope M Mullen PART TWO: HIERARCHIES Introduction - Jeremy Mitchell In Praise of Hierarchy - Elliott Jaques Legal Authority in a Bureaucracy - Max Weber Models of Bureaucracy - David Beetham Survival Inside Bureaucracy - Guy Benveniste Market, Capitalism, Planning and Technocracy - Giovanni Sartori New Directions for Industrial Policy in the Area of Regulatory Reform - John Vickers PART THREE: NETWORKS Introduction - Grahame Thompson Network Analysis - David Knoke and James H Kuklinkski Basic Concepts Neither Friends nor Strangers - Edward H Lorenz Informal Networks of Subcontracting in French Industry Beyond Vertical Integration - The Rise of the Value-Adding Partnership - Russell Johnston and Paul R Lawrence Policy Networks and Sub-Central Government - R A W Rhodes Taking and Giving - Pnina Werbner Working Women and Female Bonds in a Pakistani Immigrant Neighbourhood Community, Market, State - and Associations? The Prospective Contribution of Interest Governance to Social Order - Wolfgang Streeck and Philippe C Schmitter PART THREE: COMPARISON BETWEEN MODELS Introduction - Grahame Thompson Markets, Bureaucracies and Clans - William G Ouchi Interorganizational Relations in Industrial Systems - Jan Johanson and Lars-Gunnar Mattsson A Network Approach Compared with the Transactions-Cost Approach Neither Market nor Hierarchy - Walter W Powell Network Forms of Organization Price, Authority and Trust - Jeffrey L Bradach and Robert G Eccles From Ideal Types to Plural Forms Spontaneous ('Grown') Order and Organized ('Made') Order - Frederick von Hayek

Markets, Hierarchies and Networks: The Coordination of Social Life

Decentralized school management - the UK experience in an international context examining the case for local management the locally managed school as an open system normative models for local management decision-making in locally managed schools key roles in local management the impact of local management on resource allocation - efficiency, effectiveness and equity quasi-markets and management control local management - an overview.

Local Management of Schools: Analysis and Practice

Introduction - Nigel Bennett Investigating Educational Management PART ONE: RESEARCH AND CONSULTANCY FOR CHANGE AND IMPROVEMENT Change and Leadership - Andrew Leigh An Analysis of Selected School Improvement Practices - Colin Marsh Rethinking Professional Development - Karen Osterman and Robert Kottkamp Consultants, Clients and the Consulting Process - Peter Cockman, Bill Evans and Peter Reynolds The Philosophy of Research Design - Mark Easterby-Smith, Richard Thorpe and Andy Lowe Research Ethics. - R M Berger and M A Patchner PART TWO: APPROACHES TO INVESTIGATION Evaluation in the Management Cycle - Glyn Rogers and Linda Badham Auditing as Institutional Research - David M Fetterman A Qualitative Focus Surveys - L Cohen and L Manion Designing Single- and Multiple-Case Studies - Robert K Yin Action Research for Managing Change - Pamela Lomax PART THREE: METHODS OF DATA COLLECTION, ANALYSIS AND PRESENTATION Planning Small-Scale Research - Daphne Johnson Diagnosis, Data Collection and Feedback in Consultancy - Philip Hope Using Success Criteria - Kath Aspinwall et al Literature Searching - Sally Baker and Joan Carty Finding, Organizing and Recording Information Analysing Documents and Records - Colin Robson Designing and Using Questionnaires - M B Youngman Conducting and Analysing Interviews - E C Wragg Telephone Interviewing - Brian Fidler Exploring Institutional Images through Focus Group Interviews - Trudy H Bers On Diaries and Diary Keeping - Robert G Burgess Observing and Recording Meetings - G L Williams Observation Outside Meetings - L Cohen and L Manion Analysing and Presenting Quantitative Data - Jason Hardman Analysing Qualitative Data - Mark Easterby-Smith, Richard Thorpe and Andy Lowe Using a Computer for Personal Efficiency - Rosalind Levacic Writing the Report - Judith Bell

Rosalind Levačić

Papers

Markets, Hierarchies and Networks: The Coordination of Social Life

Local Management of Schools: Analysis and Practice

Improving educational management through research and consultancy

Needs-based resource allocation in education : via formula funding of schools

Local management of schools