Search results

This study aims to explore and identify the information-seeking process and practices of those searching for the forcefully disappeared in Colombia. It answers the questions; how do families in Colombia seek information about a disappearance, how is this seeking process mediated and how are information barriers dealt with?

Based on document analysis and interviews with families and NGO representatives, this bottom-up study explores the trajectory of the families' information-seeking process to highlight the most salient information practices.

A general trajectory of a search for information is laid out. The overwhelming barriers to information forces families to carry the burden of becoming information providers. NGOs provide situated learning on how to document a disappearance and deal with the state. This knowledge is passed on to families creating communities of practices. The information produced here becomes the main source of knowledge about this crime.

It makes a new contribution to the field of information practices by introducing the context of enforced disappearances using the example of Colombia, identifying a significant information-seeking process.

The purpose of this paper is to quantify the risk of fatality for men who are reported missing following a night out. Additionally, the paper aimed to develop search heuristics to inform the development of search strategies, through an examination of the key geographical points involved in these cases.

Cases were identified, and data collected, from online media sources supplemented with a request to UK police forces and a search of the UK Missing Persons Unit database. In total, 96 cases which occurred over a five-and-a-half-year period in the UK were included. The study compares the profile of fatalities that result from disappearances occurring in different types of geographical area. Location data were georeferenced allowing Euclidean distances between geographical locations to be generated.

In total, 60 per cent of disappearances lasting longer than 48 h resulted in fatality, rising to almost all cases after three days missing. In 89 per cent of cases bodies are recovered from water; 11 per cent on land after the individual died from a fall, hypothermia or a drugs overdose.

Search strategies can be informed by a consideration of the type of area the person was socialising (high night-time economy through to rural areas) and the geography of subsequent sightings.

In focusing on the specific circumstances of a disappearance rather than an individual’s personal characteristics, the paper offers an innovative approach to understanding risk (i.e. what is the likelihood of a particular outcome occurring) and the development of heuristics for search strategies in missing person cases.

The purpose of this paper is to question extant categorizations of organization and to introduce the concept of the hypermodern organization. In so doing, it aims to contribute to the understanding of the hypermodern organization by means of a case study of the accelerated appearance and disappearance of Enron.

Consideration is given in the paper to organization and its various forms, namely, the premodern, the modern and the postmodern organization. The hypermodern organization is then introduced and elaborated upon. To demonstrate the contemporary relevance of the hypermodern organization the increasing speed of both the appearance and disappearance of Enron is reviewed. The contribution of an increase in velocity to the disintegration of the hypermodern organization of Enron is considered.

Existing approaches to organizations and organizational change in the main fail to recognize the context and impact of hypermodernity. To address this, the paper introduces and develops the concept of the hypermodern organization. The relevance of the hypermodern organization to an appreciation of organization and organizational change is demonstrated through an analysis of the accelerated appearance and disappearance of Enron.

The paper introduces a new conception of organization and organizational change. Further research is necessary to verify and build on the findings.

The paper contributes to the understanding of organizations and organizational change. It argues that the information and consumer‐driven societies of the advanced countries are characterized by hypermodernity. Existing approaches to organizations and organizational change essentially disregard the significance and impact of the hypermodern organization. The paper suggests that one of the results of the hypermodern organization is the accelerated appearance and disappearance of business organizations.

The purpose of this paper is to carry out a literature review to determine which variables have the greatest impact on the survival capacity of mutual funds, and if these variables also have an influence on the various ways in which mutual funds disappear.

The authors carry out a systematic review of the literature on mutual funds and identify the main features that affect their capacity for survival.

The results show that most of the articles are based on data from the US market and that the two most studied variables are the return and the size of the fund. Furthermore, the relationship between the behaviour of variables and the disappearance of funds has mainly been analysed by comparing surviving and non-surviving funds, but without specifying the way in which they disappeared. Finally, the results show that there is no single methodology for examining the survival of funds.

In the financial literature, no previous literature review has focused on the factors that influence the survival capacity of mutual funds. The authors consider that this review will provide a broader and more realistic vision of the level of academic interest in this field and identify any gaps that exist in the literature available.

This paper documents the case of a young girl who went missing from a country track in 1972. It considers the function of roads in her disappearance, and the importance and terror of roads generally in Australia. For roads have a role in Australia that is vastly different to smaller, more populous nations. Roads in Australia are absolutely crucial to the maintenance and sustenance of society. So too are the cars and other vehicles we use upon them, but they are just as paradoxical in their effects. As Elizabeth Jacka and Susan Dermody (1988, p. 113) put it so plainly: ‘our cars kill us, and without them we would die’. The case of the girl who vanished from a road is not an unusual event in Australia. However, it has led to a conjunction of long-lasting effects, particularly on the community of Mackay, that are. The case has never been solved, not due to a desire to solve it, but ironically because of the very methods initially employed to do so.

This article analyzes the challenges Finnish single mothers experienced in their everyday lives during the COVID-19 pandemic. In studies on challenges to family life during COVID-19 lockdowns, single-parent families remain a largely understudied group.

The authors apply triple bind theory and ask how did Finnish single mothers manage the interplay between inadequate resources, inadequate employment, and inadequate policies during lockdown in spring 2020? These data come from an online survey including both qualitative and quantitative questions which was conducted between April and May 2020 to gather Finnish families' experiences during lockdown. This analysis is based on the qualitative part of the survey.

This study's results show that lockdown created new inadequacies while also enhancing some old inadequacies in the lives of Finnish single mothers. During lockdown, single mothers faced policy- and resource-disappearances; accordingly, they lost their ability to do paid work normally. Furthermore, these disappearances endangered the well-being of some single mothers and their families.

This article contributes to the wider understanding of everyday lives of single mothers and the challenges COVID-19 pandemic created. Moreover, this study provides knowledge on the applicability of the triple bind theory when studying the everyday lives of single mothers.

The purpose of this paper is to study the US stock market and try to explain why short-term contrarian profits have largely disappeared in the past two decades.

In this work, the authors decompose the short-term contrarian profits into cross-sectional variations, firm-level overreactions and lead-lag effects to study the changes in their shares. Then, the authors study the behavior of the subgroups in the winner and loser subportfolios of contrarian investment strategies.

The authors find that short-term contrarian profits have largely vanished since 2000. Changes in the shares of the three components of contrarian profits, which are cross-sectional variations, firm-level overreactions and lead-lag effects, are not the main reason for the disappearance of contrarian profits in the past two decades. Instead, the disappearance of short-term contrarian profits is primarily due to the heterogeneous evolution of subgroups in the portfolio, which leads to a decrease in the overall level of overreactions that drive the contrarian profit.

The work explains the disappearance of short-term contrarian profits in the US stock market.

Although drawing from neoinstitutional theoretical apparatus and ontology, management fashion theory is understood as a theory that explains the transitory nature of popular ideas and practices while institutional theory explains their stabilization, persistence and further institutionalization. In a nutshell, it seems that being opposed to each other, these two theories describe and predict different, incommensurable diffusion trajectories and organizational behaviour patterns. The purpose of this paper is to unify these two competing perspectives.

This paper makes an attempt toward further unification of management fashion theory with new institutionalism by offering an alternative understanding and conceptualization of institutional change and deinstitutionalization and by distinguishing emerging concepts from already popular fashions.

Most emerging concepts never achieve popularity and disappear while few of them achieve massive media attention and diffuse widely becoming new management fashions. Once these concepts have achieved a wide popularity institutional forces would favor them and lead to further institutionalization. Institutional change is understood not as a deinstitutionalization of existing management fashion in terms of erosion, discontinuity or disappearance but as a decline in its media coverage while media attention focuses on new fashionable concept. The former management fashion gets institutionalized, institutional change occurs in terms of shifting attention toward new fashion and diffusion and institutionalization cycle restarts. Institutional prediction of isomorphism and institutionalization as irreversible tendencies thus can be unified with MF prediction about the bell-shaped curves in fashions’ popularity. Therefore, postulates and predictions of management fashion theory can be derived from new institutionalism and vice versa.

The paper aims to cover, generalize and explain different trajectories of various management and organizational concepts, deducing theoretical propositions from both institutional theory and management fashion theory. Theoretical and methodological ideas offered in this paper can be helpful in future research on management fashions and diffusion. Studies on the evolution of management concept can benefit from proposed categorization and causal relationships between different stages of the life cycle.

Unifying seemingly conflicting and disparate perspectives and views allows making organization theory more coherent in terms of both explanatory power and ontological commensurability. Following other mature sciences, we share the same notion of progress, namely, the aim of achieving unification and demonstrating that different organizational theories still describe the same reality.

The purpose of this paper is to explore the notion of effectiveness in the context of organisational crisis. It considers the “darker” side of organisational effectiveness by exploring the processes by which effectiveness can be eroded as an organisation moves from an ordered state, through a complex one, and into a state of chaos, or crisis. It brings together complementary literatures on risk, crisis management, and complexity, and uses those lenses to frame some of the key processes that allow organisations to transition to a state that shapes their inabilities to remain effective.

The paper sets out a theoretical framework for the analysis of a crisis event and does so in a way that emphasises the role of the human element in the various stages of a crisis: the incubation phase, the operational crisis, and the post-event legitimation phase. The paper uses the emerging crisis around the disappearance of Malaysia Airlines flight MH370 to illustrate some of the task demands associated with a crisis and the manner in which crisis events challenge the efficiencies and capabilities of organisations to deal with complex, multi-layered issues in which uncertainty is high. Given the emergent nature of that particular crisis, the use of the case is purely illustrative rather than analytically grounded in a normal case study approach.

The paper highlights a number of underlying elements that contribute to the generation of crises and offers recommendations for managers on how to deal with those demands. The paper shows how an organisation can move from an ordered state into a complex or chaotic one and highlights some of the problems that arise when an organisation does not have the capabilities to respond to the task demands generated by such a shift in the environment.

The paper challenges some of the normal practices of management in a “steady state” environment and highlights the need to consider the organisational capabilities that are necessary to deal with the transition from a stable to an unstable system state and ensure organisational effectiveness in the process. A core message within the paper is that the “normal” processes of management can contribute to the generation of crises as organisations prioritise short-term efficiencies over the strategies for longer-term effectiveness. The implications for crisis management practices are discussed.

The paper considers an issue that has wider applicability within society namely the relationships between organisational effectiveness and risk. The issues raised in the paper have applicability in a range of other societal settings.

The key output from the paper is the development of a theoretical framework that allows for an analysis of the relationships between crises and organisational effectiveness. The paper argues that effectiveness and crisis management are intrinsically linked and that crises occur when organisational effectiveness is impaired. The paper highlights the role that template-based approaches to dealing with complex problems can have in terms of the generation of crisis events.