Organising for Donor Effectiveness: An Analytical Framework for Improving Aid Effectiveness

Donors have lagged behind aid recipients in adhering to the principles of aid effectiveness. Explaining the reasons for this demands greater awareness of organisational attributes within donor entities. To date, there have been only limited attempts to relate donor organisational factors to aid‐effectiveness goals. This article elaborates on a number of such relationships based on an empirical examination of donor dynamics in Norway, the UK and Canada. Donor effectiveness provides an important lens through which to build a robust post‐Busan global partnership.     

Why Do Aid Agencies Exist?

This article seeks to explain the organisational set‐up of foreign aid delivery from a Coasian perspective: Why are there many and different aid organisations and not just one? Why is foreign aid not transferred directly from donor to beneficiary? With zero transaction costs and fully shared preferences between donors and beneficiaries, there would be no need for aid agencies. Their role is not so much to transfer funds or goods and services to developing countries, but (a) to reduce ex‐ante transaction costs and (b) to mediate between the diverging preferences of donors and recipients, and package aid flows in a contract that reduces ex‐post uncertainties for donors. Outcomes differ according to types of agencies and aid delivery instruments.     

Knowledge management and the missing tradition - on the role of tradition,knowledge and competencies in industrial production

The ideas of knowledge management, competence strategy and learning organisation have been dominating debates on organisational behaviour and management recently. This article argues that most contributions to this debate are based on a quite naïve conception of knowledge and competencies. One important problem is the neglect of tradition. Through an analysis of the conventional views of knowledge and competencies and through a rehabilitation of tradition the article shows how tradition can provide us with another conception of knowledge management and related ideas. Two case studies from small Danish manufacturing companies are presented in order to show how tradition functions even in the most modem organisations.     

Who should do the talking? The proliferation of dialogue as governmental technology

This paper investigates the recent proliferation of appeals to ‘dialogue’ as a solution to problems in a broad spectrum of different organisational settings Instead of top‐down management and expert‐driven public services, we are told we need ‘dialogue‐based’ management, health treatment, elder care, social counselling, and so forth. Dialogue is often presented as a tool that will reverse the stifling dominance of authoritative expertise and leadership, liberating the energy of employees, clients and patients. However, by viewing the dialogue as a ‘governmental technology’, we emphasise that it is not simply a tool that can be used by some to liberate or govern others, or to dominate nature. A technology is rather a structuring of actions that implies that also ‘the governors’ inevitably exercise power over themselves. The paper demonstrates how dialogue technology re‐structures organisational domains of speech and hereby contributes to reconfiguring inter‐relations and self‐relations within key institutions of modern society.     

INCOME INEQUALITY: THE CONSEQUENCES OF SKILL‐UPGRADING WHEN FIRMS HAVE HIERARCHICAL ORGANIZATIONAL STRUCTURES

During the last three decades, most developed countries have experienced increasing income inequality. Using Danish register data from 1992 to 2007 for all private‐sector employees, we confirm that income inequality has increased in Denmark. We also observe an increase in the relative employment of highly educated individuals, as well as differential income growth rates across employee subgroups where, in particular, managers experienced significant real income progression. We use an equilibrium search framework with on‐the‐job search to study the interplay between skill‐upgrading, management compensation, and income inequality. In this model we can determine the management and education premia. We can also show that when our model is exposed to skill‐upgrading, it is capable of producing income dynamics similar to those observed in the Danish income distribution. (JEL J3, J6, M5)     

Playful organisations: Undecidability as a scarce resource

This article explores how organisational play becomes a managerial tool to increase and benefit from undecidability. The article draws on Niklas Luhmann's concept of decision and on Gregory Bateson's theory of play to create a conceptual framework for analysing the relation between decision and undecidability. With an empirical point of departure in Danish public school policy and two concrete examples of games utilised in school development, the article analyses how play is a way for organisations to simultaneously decide and also avoid making a decision, thus keeping flexibility and possibilities intact. In its final sections, the article discusses what happens to conditions of decision-making when organisations do not just see undecidability as a given condition, but as a limited resource indispensable for change and renewal. The article advances discussions of organisational play by exploring the consequences play has for the very conditions of organising and for key concepts in organisation theory.     

Political‐Economy Analysis,Aid Effectiveness and the Art of Development Management

Recognising that aid effectiveness critically depends upon the quality of host‐country institutions and policies, international aid agencies have sought to inform their activities through more systematic political‐economy analysis (PEA). In this article, three analytical frameworks for PEA are compared, contrasted and critically appraised in the light of reflections by PEA practitioners and recent theoretical debate about development management. The article finds that the potential of PEA to improve development effectiveness depends on how far it addresses the micro as well as macro politics of aid and permits a finer‐grained engagement between analysis and action. This requires more reflexivity on the part of those who commission and produce PEA, and further movement from intervention to interaction modalities for aid delivery.     

Is interpersonal trust a necessary condition for organisational learning?

Abstract

The organisational behaviour and management literature has devoted a lot attention on various factors affecting organisational learning. While there has been much work done to examine trust in promoting organisational learning, there is a lack of consensus on the specific type of trust involved. The purpose of this paper is to highlight the importance of interpersonal trust in promoting organisational learning and propose a research agenda to test the extent of interpersonal trust on organisational learning. This paper contributes to the existing organisational learning literature by specifying a specific form of trust, interpersonal trust, which promotes organisational learning and proposing a future research direction. The paper is organised as follows: firstly, a common conceptualisation of organisational learning is revisited. Secondly, the existing literature on trust reviewed and salient points on how interpersonal trust enhances organisational learning discussed. Finally, a research agenda to test the extent of interpersonal trust on organisational learning is being set out.     

Exploring the Organisational Collage of Memetic Paradigms for (a) Change — A Research Note

Exploring organisations is the prerequisite for any intentional attempt to strategic change. Yet, what is it that we observe when we observe organisations? The argument chooses a narrative approach to exploring organisations. With Niklas Luhmann we look at the operations of organising which makes the organisation an organisation. The paper suggests the organisational collage (I.) of stories as a starting point of the exploration. The specific focus is on meaning-creation and sense-making as the genuine act of organisational self-observation. The disciplinary matrix (II.) reflects on how stories and narratives crystallise and rule the organisation in a paradigmatic way. Along Thomas Kuhn's understanding of paradigms (III.) management is referenced as an activity of a community of practice based on a disciplinary matrix of models, methods and instruments. Giorgio Agamben's conceptualisation of paradigms as reference giving examples allows the opening up of the implicit side of organisational culture. Memetics (V.) approaching reference giving examples as memes and culture as a meme-complex enable the observation of dynamics and cultural evolution over time. Concluding we come to understand the organisational implications (V.) of the conservative nature of organisational development and the systemic sensitivity that allows for management, learning and change. And as always, advances in research come at the price of new questions.     

Conflicts in urban fringe in the transformation era: An examination of performance of the metropolitan growth management in Beijing

The performances of urban growth management are often criticized because their original objectives are frequently inconsistent with local development facts. Underlying the many reasons for this are the political and institutional contexts that influence policy-making and development activities. The urban fringe, a zone is managed to against urban sprawl in many countries, represents the conflicts between urban management system and local development resulting from political transformation. This study examines the case of decentralised-concentration strategy, one of the most important metropolitan growth management in Beijing since the 1990s, and sheds some lights on the performance of the growth management in the transformation context. The results suggest that the aims of municipal growth management to concentrate developments in urban fringe have partly been achieved through actual local developments; however, some unexpected and illegal local developments outside the planned areas are counterproductive from the perspective of municipal growth management. The performance of the present growth management is being challenged by new trends towards political decentralisation and locally fiscal responsibilities. In the interest of future policymaking, the dominant central planning system in Beijing should take these decentralisation trends into growth management account, compared with the great progress in decentralisation in economy system. The urban policy needs to shift from the dictatorial manner and put more efforts into creating a harmonious relationship between municipal growth management and actual local demands on development.     

Equity in Education Expenditure in Thailand

This article analyses the distributional effects of education spending across regions of Thailand, a country that purportedly seeks to reduce regional welfare disparities through decentralisation. It finds that public expenditure on education is neither progressive nor pro‐poor, although there are sizeable regional differences, driven by the pro‐rich distributional profiles of public tertiary education spending and public transfers to private education. Policy‐wise, these results suggest that the current decentralised allocation of educational spending is not consistent with an equity‐enhancing goal.     

Working together, working apart: management culture in a manufacturing firm

This paper presents a case study of management culture in a manufacturing organisation. Its general aim is to assess the usefulness of the concept ‘culture’ as it applies to organisations. After first establishing that the organisational members had a sense that their organisation was an unique ‘family’ the article then proceeds to argue that this ‘togetherness’ was, in many contexts, divided. Managers also had a series of conflictual orientations to other members that were partially defined by the managers organisational role but were also underwritten by assumptions about organisational history, community, biography and profession. The paper concludes by suggesting that, at this level of analysis, managers are not often an unified block with a common identity and that management culture is hence best seen as a map of oppositions and commonalities that reflects the wider culture that the organisation is a part of.     

Aid and Fiscal Deficits: Lessons from Uganda on the Implications for Macroeconomic Management and Fiscal Sustainability

This article contributes to the ongoing debate on the macroeconomic management of large aid inflows to low‐income countries by analysing lessons drawn from Uganda, where the fiscal deficit before grants, which was largely aid‐funded, doubled to over 12% of GDP in the early 2000s. It focuses on the implications of the widening fiscal deficit for monetary policy, the real exchange rate, debt sustainability and the vulnerability of the budget to fiscal shocks, and argues that large fiscal deficits, even when funded predominantly by aid, risk undermining macroeconomic objectives and long‐run fiscal sustainability.     

Negotiating Compliance: The Case of Autonomous Hospitals in Vietnam

Maternal death is one of the highest causes of global mortality. Governments have long used regulation to improve maternal health but concurrent fiscal‐decentralisation reforms can undermine clinical performance. This article focuses on public Vietnamese hospitals to explore how regulatory compliance is pursued in decentralised health facilities, since Vietnam has seen increasing autonomisation of public hospitals in the last decade while simultaneously experiencing marked reductions in the maternal mortality ratio. Our analysis suggests that autonomisation has allowed regional regulatory regimes to emerge and that regulatory compliance must compete with other priorities. Compliance can therefore be rethought as a negotiation having implications for how government and maternal health advocates persuade self‐sufficient hospitals to take on wider health‐system goals.     

Leveraging Mega Events for Capacity Building in Voluntary Sport Organisations

Strengthening the work of national voluntary sport organisations (VSOs) is of strategic importance as they are considered custodians of their sport and have been entrusted with its governance, management of significant public funds and provision of services to a vast network of clubs and millions of participants. Using a mixed method approach, the study examined how VSOs in the UK and Russia leveraged the 2012 London and 2014 Sochi Olympics for capacity building. The political framing of the Games as a leverageable resource stimulated VSOs’ engagement, but it was more on a tactical than strategic basis. Three main leveraging processes were employed by VSOs including aligning organisational objectives with the Games’ strategic visions, using structured Olympic programmes and teaming up with a development partner. VSOs used the Games to enhance their organisational capacity in three areas of staff qualifications, organisational learning and performance management and created public value.     

Re‐Forming the School: Taking Swedish Lessons

In the context of government decentralisation and integration of services, over the last 15 years Sweden has been developing an all‐day school based on inter‐professional teamworking and adopting a holistic approach to working with children. The article describes these recent educational reforms in Sweden, which have sought to re‐structure the school and develop new ways of working, offers some evaluative comments on this process and considers possible implications of these reforms for other countries. It compares Swedish school reforms with recent English policy developments intended to make ‘extended schools’ a universal provision by 2010.     

The organisational identity of science centres

This paper presents an empirically grounded mapping of the organisational identity that science centres in the UK are trying to carve out for themselves against the backdrop of developing organisational strategies and multiple external pressures, expectations and perceptions. I attempt this through a relational analysis that views the science centres’ organisational identity formation as constituted by and through a dialectic of autonomy and heteronomy that subtends the differential relationships science centres seek to cultivate vis‐à‐vis what I describe as the ‘parent’ fields – namely, science, formal education, the leisure industry and the museum. Science centres seek to stage a unique encounter of these four parent fields – an encounter that appropriates many significant dimensions of these fields without duplicating them. Through my analysis I hope to capture some of the key tensions and dilemmas that science centres and their organizational actors have to grapple with, the balancing acts they have to perform, and the complex organisational identity that is being forged in the process.     

Part-time occupational mobility in the service industries: regulation, work commitment and occupational closure

Whether stereotypical perceptions of part‐time workers’ commitment to work are accurate is a matter of contention. Commentators such as Hakim (1996 ) suggest that full‐ and part‐time workers have qualitatively different orientations to work, while others ( Fagan 2001 ) argue that, as most women work full‐ and part‐time over the life course, such a view is overly static. This paper investigates firms’ structuring of part‐time work, focusing specifically upon the processes through which part‐time work becomes marginalized. It is argued here that the organisational context and use of part‐time work mediate managers’ and full‐time workers’ perceptions of part‐time workers’ commitment to work and together, these factors structure part‐time workers’ selection for career development. The paper argues for making conceptual distinctions between legislation, organisational policies and workplace practices in understanding patterns of change and, more importantly, continuity in the use and structuring of part‐time work. Furthermore it is argued that the stratification of part‐time work can be explained through processes of informal occupational closure.     

Poetry in motion: protest songwriting as strategic resource (Portugal,circa 1974)

In this article, we use protest songs written in Portugal in the periods surrounding the Carnations Revolution to suggest that artists have the capacity to use their artistic discourses as strategic resources, attempting to shape socio‐political reality. We identify three periods in the Portuguese revolution wherein this instrumental use of art becomes patent. We further suggest that organisational managers should take into account the subjective artistic reality, especially in periods when it can affect the organisational context.     

Visual sociology: A practical pedagogy

As a part of an organisational sociological study of Danish film projects, I followed the development of a feature film over a one-year period in 2006–2007. Coincidentally, this film came to be about a drama in the academic world. Thus, while I researched the filmmakers, they investigated life in Academia, using me as an informant. In that way, the positions of researcher and informants were turned upside-down. Or rather, a two-way relation of mutual investigations was introduced between the filmmakers and me. In the empirical analysis of the filmmaker's work, I employ the concept of symmetrical ethnography, which has been introduced by the Brazilian anthropologist Eduardo Vivieros de Castro in an attempt to equalise the knowledge practices of informants to those of ethnographers. Vivieros de Castro suggests that such symmetry entails a turn from epistemology to ontology. Hence I discuss whether the filmmakers’ work can be seen as an invention of ontologies. Whereas studies in organisational aesthetics and sociological appraisals of documentaries within visual sociology have a tendency to compare art to academic work, I suggest looking into the filmmakers’ ‘point of view on point of view’, suggesting that the filmmakers and I may not be representing the same world differently but representing different worlds.