Search results

This article demonstrates how a few leading edge companies have successfully implemented an outsourcing strategy to drive radical change and enterprise transformation. A strategy of transformational outsourcing seeks a rapid, sustainable, step‐change improvement in enterprise‐level performance. When should firms consider transformational outsourcing as a strategic option or imperative? Accenture research highlights at least four contingencies – for scaling up rapidly, for removing the constraints to break‐through growth, for catalyzing broad cultural change, and for radical renewal. A case study shows how by outsourcing their entire maintenance staff, the senior leadership at a large New Zealand pulp and paper mill initiated a two‐phase project to first reduce their workforce and then set the stage for a company‐wide change in their relationship with their unions. In “phase 1,” instead of continuing to battle with their heavily unionized maintenance workforce, mill management partnered with a global maintenance services provider that will take over the function. The deal set the stage for “phase 2,” during which the firm switched many of its other workers from hourly to salaried status. As a result the mill has taken a giant step forward in productivity, cost structure, and flexibility.

The purpose of this paper is to re-examine the Bombay textile mills of the late nineteenth and early twentieth centuries to provide an account of the roots of business–society relationship in India and contribute to postcolonial perspectives on corporate social responsibility (CSR). This search is premised on the understanding that India has embarked on industrialisation from a set of productive relations that differ from European feudalism.

The data for this study have been obtained from published works on Bombay Textile Mills such as Chandavarkar (1994, 2008), Morris (1965), Wolcott (2008) and Clark (1999) and some Annual Reports of Bombay Mill Owners Association. Further Kydd (1920) has been used for history of factory legislation in India.

Evidence suggests that practices in mills were informed by notions of custom and fairness, which resulted in flexible hours, socially acceptable wage outcomes and work sharing. Individual reputations built through use of discretion within networks of patronage spanned both workplace and neighbourhood, interlinking the social, ethical, political and economic lives of owners, jobbers and workers. Jobbers’ authority was earned in return for providing support to a production process, mirroring Birla’s (2009) “layered sovereignty” differing markedly from delegated managerial authority. Workers’ share in surplus value was important along with autonomy, both of which were negotiated through customary networks and protest.

The paper suggests that a postcolonial approach to CSR implies an expansive notion of responsibility that goes beyond a Western focus on wages to encompass worker autonomy and countervailing power. Postcolonial accounts of CSR history can only be understood as emerging from a triadic interaction of imperial interest, subordinated native business and native societal relationships. This contrasts with conventional approaches that look at CSR’s emergence simply as a process internal to that society. Account of Indian CSR trajectory is in part a journey of native business from responsible practices to a messy tessellation of legal exploitation and illegal customary concerns.

The findings of this paper suggest that it is possible that customary practices of care and concern might still be surviving in Indian business even if only in the illegal and informal realm. Thus CSR programs in the Indian context might be useful to bring to centre stage these customary practices.

This study documents the evolution of business–society relations in a post-colonial context and shows how they are different from the Western trajectory.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

Educational reforms are increasingly driven by political and economic forces beyond the university. In this paper I describe how the policy initiatives of the United Kingdom’s Economic and Social Research Council (ESRC) have steadily reshaped the length,content and structure of doctoral education in the social sciences. This history of the Council’s willingness to respond to national and international policy concerns about the doctorate dates back to the early years of the Thatcher Government in the 1980s. As well as redefining the doctoral student experience, this interventionist policy environment potentially challenges the institutional autonomy of academics and others involved in educational development. In this article I explore the implications of this for doctoral training provision, and for the meaning of educational development itself. I end by pointing to the possibilities for policy “activism” in responding to these changes.

This paper aims to present a case for the practical management of corporate reputation, in relation to two groups of concepts: communication, identity, and trust; and communication, identity, and image.

A review of the current knowledge of corporate reputation, personality, identity, and image leads to development of a strategy framework to enhance/protect corporate reputation. A case study involving a corporate logo introduced into a developed market by an emerging multinational corporation (EMNC) is presented.

The paper identifies that credibility and trust are significant elements which must be managed and communicated to maintain the firm's corporate image and reputation.

A conceptual model is presented illustrating a series of internal and external factors affecting communication and trust, which influence the customer and assist in shaping corporate reputation. The case of the EMNC Chinese corporation Haier to introduce its brand into a developed market may enlighten others pursuing this path.

The immigrant entrepreneurship literature indicates that immigrant entrepreneurs reap numerous benefits from their co-ethnic communities℉ social capital. These benefits, however, often come at a price because scholars note the potential for this community social capital to impose limitations on the entrepreneurs. While the literature largely focuses on the benefits of social capital, there is no research on what motivates the immigrant entrepreneurs to engage with their co-ethnic community in terms of contributing to, and utilizing, their co-ethnic communities℉ social capital, and the consequences these may have on their enterprises. Addressing this gap in the literature is important in the development of successful immigrant enterprises. Thus, based on a model posited by Portes and Sensenbrenner (1993), we suggest that immigrant entrepreneurs℉ motivations will influence their use of, and contributions to, co-ethnic community social capital, impacting, in turn, business success. We contribute to both the immigrant entrepreneurship and social capital research through exploring how entrepreneurs℉ motives, with respect to their co-ethnic communities℉ social capital, influence business success.

Describes the approach of London Underground Limited to the implementation of total quality management, highlighting the experience of the company′s information technology department.

The editorial for this issue sets out the context of increasing awareness of the need for better services for children and adults with autism spectrum disorders, and highlights the importance of policy to maintain awareness and provide incentives while recognising that more would be needed to ensure that people with autism have a good quality of life and reach their full potential. There are two sections to this paper. The first is a case study written from a parent's perspective and highlighting the need for good joint working and supporting families, as well as the importance of understanding how autism affects a child and his/her family. The second part considers good practice in supporting children and adults with autism to increase social inclusion, independence, choice and autonomy.