Search results

This paper analyses the establishment and evolution of a public oversight body (POB) – the Egyptian Audit Oversight Unit (AOU) – and its implications for local auditing firms and practices.

Primary data were gathered from 34 semi-structured interviews (including follow-up ones) between 2014 and 2020. Secondary data was obtained through publicly available documents and internal memos. Drawing on Debord's (1967) Society of the Spectacle, the insights focus on the POB's conception, materialisation and evolution in a context characterised by weak regulatory structures.

Through a series of acts, the findings reveal how the AOU first accepted the image of “international best practice” oversight (the “metaphorical”), followed by the construction of the local structure and décor replicating a United States (US) style POB archetype (the “transformational”) by primarily relying on visible processes/procedures. Yet, these mechanisms emphasised the spectacular nature of oversight, with little improvement for practice and limiting itself to “cracking down” on smaller local firms. A final stage (the “performative”) reveals how the AOU seeks to expand its activities beyond its original mandate without challenging the image-driven nature of its oversight.

The paper offers two key contributions. First, it reveals how actors, through a combination of symbolic and tangible measures, create a new performative reality of public oversight. Second, it advocates Debord's “spectacle” to complement other theoretical lenses, with a view to illuminating the materialisation stages that bridge the gap between proclaimed oversight policies and actual practices (including conscious and unconscious omissions) within a given political economy context.

The purpose of this paper is to explore the scope for action of local human resource managers, who are employed in foreign subsidiaries of multinational companies (MNCs), for implementing training activities. These managers are situated in relationships to headquarters and the local environment. Related to this is the question whether MNCs contribute to the local skill base by implementing training activities or whether they exploit the existing skill formation system.

This study focusses on German subsidiaries of MNCs with headquarters in the USA and the UK, France, China and Japan. The study is based on 107 expert interviews with subsidiary managers and representatives of local stakeholder organisations, such as educational organisations, chambers, economic promotion agencies and governmental bodies in Germany.

The study reveals that headquarters introduce general schemes for training. In addition to these MNC-internal trainings, local managers use their information advantage over headquarters to implement dual training activities.

The training activities of subsidiaries are dependent on the institutional settings of the host country.

Albeit dual training activities are laborious and tie the local managers down for the medium and long term, the future need of the subsidiary for adequately skilled workforce prompts local managers’ engagement in implementing dual training activities.

Subsidiaries contribute to the local skill base and do not act in a free-rider position, at least in the German variety of capitalism.

The study deepens insights on distanced relations within and how subsidiaries generate scope for action by using this kind of relationships.

The study examines the instigating factors behind the development of the local content (LC) policy in Ghana and it further investigates the accountability mechanisms that drive the LC policy implementation to promote sustainable development.

The study reports on a series of interviews with key actors using Institutional Theory and the application of Bovens’ (2010) Global Accountability Framework as a lens for discussion and interpretation of results.

The results reveal that two forces instigated LC policy enactment. One is external funding pressure from the Norwegian government and the World Bank. The other is the government’s engagement of Civil Society Organisations and other internal stakeholders to justify its activities and missions to signal adherence to impartiality, neutrality, and, to a lesser extent, solidarity. The analysis also reveals tensions in how accountability legitimacy relates to implementation of the LC policy. The study further discovers that while participation, transparency, monitoring, and evaluation are frequently invoked as de jure institutional legitimacy in oil and gas contracts, actual practices follow normative (de facto) institutionalism rather than what the LC policy law provides.

The interview had a relatively small number of participants, which can be argued to affect the study’s validity. Nevertheless, given the data saturation effect and the breadth of the data obtained from the respondents, this study represents a significant advancement in LC policy enactment knowledge, implementation mechanisms and enforcement in an emerging O&G industry.

The findings of this study suggest that future policy development in emerging economies should involve detailed consultations to increase decision-maker knowledge, process transparency and expectations. This will improve implementation and reduce stakeholder tension, conflict and mistrust.

The findings of this study build on earlier investigations into legitimacy, accountability and impression management in and outside the O&G sector. Also, the findings reveal the legitimising tactics used by O&G actors to promote local content sustainable development targets.

As part of a national plan to govern professional and organizational development in Norwegian specialist healthcare, the country’s hospital clinics are tasked with constructing development plans. Using the development plan as a case, the paper analyzes how managers navigate and legitimize the planning process among central actors and deals with the contingency of decisions in such strategy work.

This study applies a qualitative research design using a case study method. The material consists of public documents, observations and single interviews, covering the process of constructing a development plan at the clinical level.

The findings suggest that the development plan was shaped through a multilevel translation process consisting of different contending rationalities. At the clinical level, the management had difficulties in legitimizing the process. The underlying tension between top-down and bottom-up steering challenged involvement and made it difficult to manage the contingency of decisions.

The findings are relevant to public sector managers working on strategy documents and policymakers identifying challenges that might hinder the fulfillment of political intentions.

This paper draws on a case from Norway; however, the findings are of general interest. The study contributes to the academic discussion on how to consider both the health authorities’ perspective and the organizational perspective to understand the manager’s role in handling the contingency of decisions and managing paradoxes in the decision-making process.

A cross-domain intelligent software-defined network (SDN) routing method based on a proposed multiagent deep reinforcement learning (MDRL) method is developed.

First, the network is divided into multiple subdomains managed by multiple local controllers, and the state information of each subdomain is flexibly obtained by the designed SDN multithreaded network measurement mechanism. Then, a cooperative communication module is designed to realize message transmission and message synchronization between the root and local controllers, and socket technology is used to ensure the reliability and stability of message transmission between multiple controllers to acquire global network state information in real time. Finally, after the optimal intradomain and interdomain routing paths are adaptively generated by the agents in the root and local controllers, a network traffic state prediction mechanism is designed to improve awareness of the cross-domain intelligent routing method and enable the generation of the optimal routing paths in the global network in real time.

Experimental results show that the proposed cross-domain intelligent routing method can significantly improve the network throughput and reduce the network delay and packet loss rate compared to those of the Dijkstra and open shortest path first (OSPF) routing methods.

Message transmission and message synchronization for multicontroller interdomain routing in SDN have long adaptation times and slow convergence speeds, coupled with the shortcomings of traditional interdomain routing methods, such as cumbersome configuration and inflexible acquisition of network state information. These drawbacks make it difficult to obtain global state information about the network, and the optimal routing decision cannot be made in real time, affecting network performance. This paper proposes a cross-domain intelligent SDN routing method based on a proposed MDRL method. First, the network is divided into multiple subdomains managed by multiple local controllers, and the state information of each subdomain is flexibly obtained by the designed SDN multithreaded network measurement mechanism. Then, a cooperative communication module is designed to realize message transmission and message synchronization between root and local controllers, and socket technology is used to ensure the reliability and stability of message transmission between multiple controllers to realize the real-time acquisition of global network state information. Finally, after the optimal intradomain and interdomain routing paths are adaptively generated by the agents in the root and local controllers, a prediction mechanism for the network traffic state is designed to improve awareness of the cross-domain intelligent routing method and enable the generation of the optimal routing paths in the global network in real time. Experimental results show that the proposed cross-domain intelligent routing method can significantly improve the network throughput and reduce the network delay and packet loss rate compared to those of the Dijkstra and OSPF routing methods.

Background: Amid increasing leadership failures in the global business context, the mining industry is one of the industries with many adverse incidents, affecting employee safety, the environment, and surrounding communities. Emerging economies tend to have unique socio-economic challenges and greater relative economic dependence on mining, presenting unique challenges to leaders. The purpose of this research was to study the realities of responsible leadership in the mining industry in an emerging economy.

Methods: A qualitative research study, consisting of semi-structured interviews was conducted. Nine senior mine managers were selected to represent perspectives from different operations and mining houses. Data was gathered from August to October 2020 in South Africa, an emerging economy with significant mining operations. A thematic analysis of interview transcripts was conducted through the use of software, rendering five themes, with 12 sub-themes.

Results: The research found that requirements on mining leaders in emerging economies demand consistent balancing of a complex set of competing risks, whilst attending to paradoxical requirements among operations, and internal and external stakeholders. Leaders face several competing requirements from stakeholders, the environment, mining practices, and time frames. Responsible leaders must navigate a paradoxical maze of needs and time horizons, with several conflicting forces and dilemmas, and dichotomous relationships. Responsible leadership in the mining industry of an emerging economy is a proverbial minefield of paradoxes and dilemmas between responsible intentions and practical realities. These paradoxes and dilemmas are specifically acute in the context of emerging economies due to the dire socio-economic situations. A total of 10 competencies emerged as essential responsible leadership requirements in this context.

Conclusions: The study provides an in-depth understanding of the intricacies of responsible leadership in the mining industry of an emerging economy. This understanding will contribute to capacitating leaders in the mining industries of emerging economies to act responsibly.

Although the literature on the careers of skilled migrants is growing, relatively little is known about their experiences inside host country organizations. This article is a replication and an extension of a study by Zikic et al. (2010) on career challenges and coping strategies of skilled migrants. In contrast to the replicated study, where the focus was on the unemployed pool of talented migrants, in this study, the authors look at the career experiences of those who are already employed. Similar to the study of Zikic et al. (2010), the authors seek to explore how migrants understand their careers and what approaches they use to enact career opportunities from the perspective of “insiders” in local organizations.

The authors used a qualitative explorative approach. Based on 24 in-depth interviews with highly qualified specialists, who were hired for positions in Luxembourg corresponding to their professional profiles, the authors explore what challenges they face at the workplace and how they tackle them.

This research not only replicates the study of Zikic et al. (2010) but also extends the authors’ knowledge of the careers of skilled migrants in the context of local organizations. By focusing on employed skilled migrants, the authors open a “black box” of their career challenges and strategies and extend an earlier career typology (Zikic et al., 2010) into what happens within local organizations. In particular, this study identifies two major challenges that skilled migrants experience, namely, “trying to fit in” and “managing career mismatch”. Then, it shows three unique strategies that skilled migrants use to manage their careers. This allows us to cluster skilled migrants into three categories that the authors conceptualized, namely “workhorses”, “career rebels” and “career conformists”.

This study contributes to the literature on the careers of skilled migrants by theorizing the experiences of migrant careers after organizational entry. It also contributes to the talent management literature by providing nuanced insights into the challenges, strategies and profiles that this global talent has.