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One of the most important, least-known documents of the American Revolution was a 25-page pamphlet published in Amsterdam early in 1787: An Explanatory Message Concerning the Funds by Pieter Stadnitski. ¹ Within a year of its publication Peter Stadnitski's Message quite literally revolutionized American sovereign finance. My paper will summarize in detail the report's content and analyze its arguments in light of Dutch archival materials including deeds, newspaper reports, and letters, as well as congressional records from American sources. It will describe what Dutch investors knew (and did not know) of the state of American public finance and American political landscape, and the Dutch financial community's view of the American future. Its essential argument is that thanks initially to Stadnitski's persuasive case and ultimately to the success of the trusts he pioneered, Dutch investment specialists came to see the American republic as a safe haven at a time that Dutch Republic's own future seemed increasingly perilous. If their dream of achieving a new Golden Age through trade and investment with the new nation ultimately proved illusory, the effects of Dutch capital in creating financial stability for the United States government and igniting the first peacetime economic expansion in American history were revolutionary indeed.

Organizational Development and Change (ODC) has been called to aid organizational greening goals. Carbon labeling of products by organizations is a common greening strategy. However, its effectiveness is dependent on supportive consumer behavior. The Theory of Planned Behavior (TPB) is used to explain actor choice in buying low carbon products (LCPs). Actual buying behavior of 873 subjects in China, a country new to carbon labeling, demonstrated that Declarative norms, Attitude, and Perceived behavioral control explained significant variance in actual buying behavior of LCPs. The TPB model may be better served by observing actual behavior versus behavioral intention. Revisions to the TPB model for diagnosis and interventions in behavioral change are indicated. ODC should revert to theoretically informed practice versus the increasing reliance on A-theoretical tools and techniques.

We argue that in order to address the contemporary challenges that organizations and societies are facing, the field of organization development (OD) requires frameworks and skills to focus on the eco-system as the level of analysis. In a world that has become economically, socially, and technologically highly connected, approaches that foster the optimization of specific actors in the eco-system, such as individual corporations, result in sub-optimization of the sustainability of the natural and social system because there is insufficient offset to the ego-centric purposes of the focal organization. We discuss the need for OD to broaden focus to deal with technological advances that enable new ways of organizing at the eco-system level, and to deal with the challenges to sustainable development. Case examples from healthcare and the agri-foods industry illustrate the kinds of development approaches that are required for the development of healthy eco-systems. We do not suggest fundamental changes in the identity of the field of organizational development. In fact, we demonstrate the need to dig deeply into the open systems and socio-technical roots of the field, and to translate the traditional values and approaches of OD to continue to be relevant in today’s dynamic interdependent world.

This chapter applies arguments advanced by Drnevich and Shanley (this volume) to the strategic leadership literature – an area of work where such multi-level analyses seem likely to be particularly appropriate. In an analysis of the relationship between managerial capabilities and firm performance, this chapter breaks from tradition in the strategic leadership literature by examining the interaction between three levels of analysis. In doing so, this chapter identifies the conditions under which leadership can be a source of competitive advantage for a firm, when labor markets will allocate managerial talent imperfectly across competing firms, and when managers will and will not be able to appropriate the rents their specific managerial talents might generate.

This chapter presents a theory for developing an adaptive high commitment, high performance system of organizing, managing, and leading. It is a synthesis of my 50 years of action and field research presented in my books and articles. It operationalized and makes actionable the ideas of Lewin and systems theorists. Its features are three organizational outcomes that must be achieved simultaneously, features of the system that must be targeted for change, six silent barriers to change, a governance system for continuous learning, change in large complex systems, and elements of a system that needed to immunize it against ultimate destruction.

Governments worldwide have adopted the Sustainable Development Goals (SDGs) and are committed to attain them by 2030. Moreover, they recognize that they cannot mobilize the necessary resources and capabilities for this purpose alone. Hence, they have called for cooperation from all stakeholders including multinational enterprises (MNEs) to assume responsibility and strive to contribute to the SDGs. However, since co-partnering with the state for inclusive development is outside the traditional mandate of MNEs, this chapter explores the ways in which policy can nudge MNEs to contribute to the first pillar of sustainable development, namely SDG1—to end poverty in all its forms everywhere. A two-stage methodology is applied to address the research queries. First, a conceptual framework on impact of MNE interventions on SDG1 is developed. Second, the framework is validated through a meta-analysis of the abstracts of articles selected via a scoping review of the economics and management literature. This leads to an in-depth understanding of policy design features that can nudge MNEs to make positive contributions toward poverty alleviation. Four distinct pathways foreign direct investment (FDI), public–private partnerships (PPP), corporate social responsibility (CSR), and knowledge transfer are identified for nudging MNEs toward SDG1. Nevertheless, the potential impact may not be realized due to the inappropriate strategies of the MNE, the drawbacks of the policies of the host government, and/or systemic challenges of the host country context. This chapter further explores the positive and negative impact on these pathways as a step toward exploring how MNEs can contribute to all the SDGs.