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NO ONE WOULD BE SURPRISED by the assertion that John Bunyan made a deep impression among the devout Welsh for a century or more after his unique career. The standard evidence for such a statement is of course the number of editions of the author, and for Bunyan a special compilation of all his works printed in Wales alone between 1677 and 1931 shows the impressive total of 188 titles (no fewer than 58 of Pilgrim's Progress) in various languages. For a land with only a little over a half million inhabitants and with only two cities with over five thousand population in 1800, this is a record hard to equal, demonstrating an extraordinary devotion to a single author. Yet beyond such eloquent numerical summary another particular witness emerges from an unsuspected quarter. In the 1767 Welsh translation of The Doctrine of the Law and Grace Unfolded is dutifully included the ‘Names of the Subscribers’ underwriting the publication. This particular list is so unusual as to merit perpetuation in its entirety:

The purpose of this paper is to explore the wide‐ranging nature of organizational change research and practice with reference to the diverse context of Asia.

Specific reviews of literature are highlighted which have identified the relative dearth of research which could be used to inform the theory and practice of management in Asia. The paper proceeds to offer an overview of the four papers included in this themed section on organizational change in Asia.

After reviewing the four papers, a summary is presented of two key themes which emerge from this body of work, that is, in the process of considering various aspects of organizational change in Asia, the four papers tend to place a relatively heavy emphasis upon the ownership of organizations, and issues directly associated with human resource management. These two themes are identified as recommended areas for future research.

This paper provides an introduction to the themed section on perspectives on organizational change in Asia.

This chapter highlights the growing body of international research into the benefits of residence abroad for foreign language students, surveying studies from the past 35 years originating in both the U.S.A. and the U.K. It examines some of the problematic issues confronting researchers in this area and shows how these issues have contributed to a paucity of studies in the area and led to a diversity in research design. It reports on longitudinal study, the first of its kind in the U.K., which examined the linguistic benefits of residence abroad for a cohort of modern language students from a leading university. This 4-year study used repeated measures proficiency testing, involving a C-test, a grammar test and a range of qualitative measures, to chart the progress made by students on 6- and 12-month study placements in Germany. Findings confirm substantial proficiency gains on both of the main measures but fail to confirm gender and length of residence abroad as predictors of progress. Results also reveal strong differential individual performance during residence abroad. The chapter concludes with recommendations for future research aimed at exploring this key finding further.

The purpose of this paper is to explore the role played by the human resource management (HRM) function in strategic organizational change initiatives. The objectives of the paper are to assess the extent to which the HRM function is perceived by senior managers to have contributed to the strategic organizational change agenda during a period of rapid change, and identify major challenges HRM professionals face as facilitators of strategic change management initiatives in contexts of this nature.

The research objectives were addressed using literature‐based evidence and primary interview data obtained from qualitative in‐depth interviews with the directors and deputy directors of a public sector banking institution in Malaysia.

In addition to identifying positive perceptions of the HRM function, the findings raise issues about the strategic focus, independence, credibility, and leadership strategies associated with the HR function's attempts to engage with strategic change initiatives. The findings also reveal the respondents' views about the extent to which HRM activities have or should have ethical, spiritual, and religious foci.

The implications of the research findings for HRM are discussed with reference to issues such as: the transfer of Western‐originating change management approaches to non‐Western settings; the need for organizational change outcomes (including wider societal objectives) to be delineated clearly with reference to organizational change initiatives; and the close association between ethics, spirituality, and HRM in certain Asian contexts.

The paper offers a valuable insight into the role of the HRM function in organizational change interventions with specific reference to the context of Malaysia.

This report arises out of considerations to “merge” different institutions of higher education, and from preliminary work on techniques for objective assessment of “learning environments”. Analyses and comparison of results obtained from an administration of the College and University Environment Scales to College of Advanced Education and University samples are presented and discussed in terms of traditional roles and expectations of those institutions. The evidence that emerges points to a genuine difference in the learning environments of the two types of institutions. For example, second year C.A.E. teacher trainees scored significantly higher than their university counterparts on Practicality and Community factors. On the other hand University trainees scored significantly higher on the Awareness and Scholarship dimensions.

This article is concerned with evaluating an instrument designed to assess the characteristics of the learning “climate” in secondary schools. The “inflationary” pressures now existing in secondary schools make objective assessment and rational control of this aspect of education increasingly important. A Stern High School Characteristics Index was modified and administered to 918 fourth form pupils in seven New South Wales Secondary Schools to assess its value for this purpose.

Previous authors have noted the difficulty of demonstrating behavioural outcomes from school‐based sex education programmes. It is increasingly accepted that unless such programmes are firmly based in psychological theory, they are unlikely to be effective in changing behaviour. The A PAUSE programme has been cited as one of only three in Britain that set out to rigorously evaluate the outcomes of a major sex education intervention. Despite the changes in knowledge, beliefs and behaviour demonstrated by the A PAUSE programme, it has failed to significantly change young teenagers’ beliefs in their ability to negotiate sexual aspects of their relationships. To address this problem, A PAUSE has been piloting a peer‐led theatre‐based programme designed to give participants opportunities to identify the need for negotiating skills and practise them in role‐play situations. Drawing on the theoretical basis of A PAUSE, the theatre‐for‐development process aims to promote autonomy of the peer educators and empower the target population. Although detailed process evaluation is still in its early stages, this article describes the pilot, examines the results so far, and makes a case for pursuing this theatre model further.

Washington.—The Government of the United States at the Copenhagen Conference of the Food and Agricultural Organisation last September firmly supported the twin objectives of Sir John Orr's World Food Hoard proposals of raising the diets of all nations to a health standard and of stabilising agricultural prices at levels fair alike to both producers and consumers. Sir John's specific proposal for a World Food Board was not considered at Copenhagen. Instead, the U.S., the United Kingdom and all other nations represented at Copenhagen unanimously agreed to refer the whole question to a 17‐nation Preparatory Commission which met in Washington from October 28th to January 24th. The Commission was specifically instructed by the terms of reference to consider Sir John's proposal and any other alternative proposals which might be offered. The preparatory commission in its recommendations followed the instructions in the terms of reference and its final recommendations as made public on January 24th containing little of the specific machinery of the original proposals of Sir John's. But the twin objectives of Sir John's proposals were retained in the final recommendations. Had a show down come to Sir John's proposals at Copenhagen, the U.S. would have opposed it. Of this there can be no doubt. As early as August 9th, a month before the Copenhagen Conference, the U.S. Department of State issued a public statement on the Orr proposals. Any doubt as to the U.S. position was dispelled by Under Secretary of Agriculture Norris E. Dodd, who was chief American delegate at both Copenhagen and Washington. In his opening speech before the preparatory commission in Washington on October 28th, Mr. Dodd gave four reasons why the U.S. opposed the Orr proposal. He said: “First, we consider it doubtful whether a World Food Board or any similar device would, by itself, be adequate to deal with the effect that widespread government intervention threatens to have upon the agricultural demand and supply situation over the world once the present emergency has come to an end. Second, we consider it doubtful whether any combination of buffer‐stock and surplus‐disposal operations which contemplates the establishment of a two‐price system can be operated successfully without quantitative controls of supply. In our view such controls are not adequately provided for. Third, there is the fact that price, production and distribution problems differ greatly between different commodities and at different times. An over‐all body such as the proposed World Food Board would not suffice for dealing effectively with these so different and rapidly changing problems, which ought to be dealt with by special negotiations, commodity by commodity. Fourth, Governments are not likely to place the large funds needed for financing such a plan in the hands of an international agency over whose operations and price policy they would have little or no control. In view of these considerations, we believe that it is fortunate that the Copenhagen Conference has given this Commission a free hand to consider alternative machinery for achieving the basic objectives which we all support.” The original Orr proposals called for an internationally‐managed and internationally‐financed World Food Board. It would have bought and sold exportable surpluses at agreed minimum and maximum prices, thus providing a buffer‐stock against fluctuation in price and supply. Excess supplies under the Orr plan were to be sold cheaply to feed chronically malnourished people. FAO would work with such nations and with other international argencics to build producing and buying power so as to remove the underlying causes of poor diets. A statement by Under Secretary of Agriculture Mr. Norris E. Dodd, made on January 24th in connection with the report of the FAO Preparatory Commission on the food proposals, said, in part: “The principal ideas which the U.S. has advanced in the Commission are: (1) That the problems of better diets and price stabilisation mustbe approached in connection with the general expansion of production, employment, trade and consumption, as envisaged in the proposals for an International Trade Organisation, which we consider as complementary to the FAO programme. (2) That particular problems of price stabilisation can best be met through separate but co‐ordinated international agreements covering the specific commodities affected, within the general framework of principles for such agreements provided in the proposed ITO. (3) That under such commodity agreements the participating nations should consider methods of using excess supplies to support special food programmes to improve the diets of the most needy groups in connection with long‐term development plans designed to overcome the causes of malnutrition. (4) That the co‐ordination of national agricultural and nutritional programmes is so important the FAO should bring about annual consultation upon such programmes among the responsible national officials.” The principal U.S. proposals incorporated in the final report and recommendations of the FAO Preparatory Commission published on January 24th may be summarised as follows: The international commodity agreement approach to the stabilisation problem. The use of excess supplies under commodity agreements to support supplemental food programmes for vulnerable groups. Annual consultation of national agricultural and nutritional officials for the purpose of bringing about co‐ordination and integration of national programmes. Appointment of an interim co‐ordinating committee on international commodity agreements to bridge the gap between FAO and the projected International Trade Organisation. Acceptance in the final report of the American proposal for international commodity agreements may be construed as not merely an American victory since the commodity agreements would be negotiated within the framework of the proposed International Trade Organisation. Governments of 18 nations are represented on the ITO Preparatory Committee which met in London simultaneously with the FAO Preparatory Commission sessions in Washington. Here is the basic difference between the Orr World Food Hoard proposals and the final recommendation. Under a commodity agreement, such as provided for in the final report, each nation holds its own reserves, and finances its own operations. It provides for a co‐ordinated system of nationally managed and nationally financed buffer stocks of individual commodities. The Orr proposal envisaged an internationally managed and internationally financed World Food Board operating in many commodities. The U.S. position with reference to tieing in ITO with FAO was set out fully by Mr. Dodd in his October 28th speech before the FAO Preparatory Commission. Mr. Dodd said: “In putting forward its suggestions for an International Trade Organisation, the Government of the United States has had in mind the importance of securing— with the help of a reduction in trade barriers and other measures—a world‐wide expansion in employment, production, trade and consumption. We consider that action toward this end is of fundamental importance to the achievement of the objectives which this (Prepara‐tary) Commission is considering… It is the considered view of the United States Government that the ITO proposals provide a useful starling point for the deliberations of this Commission.” Previous U.S. experience in attempting to solve the riddle of farm surplus in the midst of hunger has been uneven and spotty. Perhaps the worst failure in this regard was the ill‐fated Federal Farm Board created in 1929 to arrest the drastic decline in farm prices. The Board advanced large sums to farmers' co‐operatives which extended loans to its member co‐operatives to induce farmers to withhold wheat and cotton from the market, without, however, controlling production. The Farm Board finally concluded that no such scheme could succeed without control over production, and production control therefore became a salient feature of the Agricultural Adjustment Act of 1933. This Act was amended in 1936 to meet the objections of the U.S. Supreme Court, which held it unconstitutional, but the essential requirement of control over production was retained and remains in effect to‐day. The Commodity Credit Corporation, a Government buying and selling agency created in 1933, has succeeded where the Farm Board failed, because the Government has exercised a degree of control over production. At Copenhagen last September, Mr. Dodd referred to the success of the Commodity Credit Corporation in these words: “Some people have expressed fear that stabilisation of farm prices would keep food prices above the reach of many consumers, but in the United States we have used the Commodity Credit Corporation effectively to protect farm prices, and food consumption, meantime, has increased. Furthermore, Commodity Credit stocks have served as reserves against years of bad weather and poor crops—reserves that were welcome indeed during the last war.” The Biblical idea of Joseph—of an ever‐normal granary—wherein surplus farm supplies are carried over from years of good harvest as a reserve against lean years of crop failure and hunger war and popularised in the United States by Mr. Henry A. Wallace during his service as Secretary of Agriculture, 1933–40. Sir John's World Food Board proposal also envisaged this evernormal granary concept, but failed of adoption because of the heavy expense involved, together with lack of adequate controls over production. It was this absence of production control in the Orr plan that led the U.S. to oppose the Orr plan, even though the country was in sympathy with its humanitarian objectives of raising living standards through expansion of consumption.

This chapter will introduce circular economy and cradle to cradle models of sustainable production. It will reflect on the key blockages to a meaningful sustainable production and how these could be overcome, particularly in the context of business education. The case study of the course for bachelor’s students within International Business Management Studies (IBMS) program at three vocational schools, and at University College in The Netherlands will be discussed. Student teams from these schools were given an assignment to make a business plan for a selected sponsor company in order to advise them how to make a transition from a linear to circular economy model. These case studies will illustrate the opportunities as well as potential pitfalls of the closed-loop production models. The results of case studies’ analysis show that there was a mismatch between expectations of the sponsor companies and those of students on the one hand and a mismatch between theory and practice on the other hand. Helpful directions for future research and teaching practice are outlined.

The purpose of this paper is to examine developments in the field of organizational change (OC) with reference to the context of India. It highlights the need to analyze this topic in the present Indian economic environment and discusses the main developments reported in the Indian literature on the same.

Empirical evidence based on a qualitative analysis of a case study undertaken at a public‐private partnership transformation at North Delhi Power Limited (NDPL) in India is presented.

The findings focus on trust building and belongingness for the employees, establishing a high‐performance orientation, quality improvements, and the resultant transformations at NDPL. The analysis indicates a number of ways by which NDPL sought to improve its efficiency in order to better adapt to the rapidly changing Indian business environment.

Based on the findings, the paper identifies key messages for policy makers and change agents regarding how to transform companies in the rapidly changing business contexts of emerging markets such as India.

The paper offers an in‐depth analysis of OC practices in a large organization in India.