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The chapter is based on the Social Foundation project: ‘Digital Pathways to Growth: Competency’ conducted in the region of Zealand in Denmark. The process of creating a multifunctional semantic – a competency model – is unfolded. Informed by social system theory the semantic required to enable dialogue in a polycentric network is analysed. The participants are various small and medium-sized enterprises, across many occupations and tasks, different types of educational and training organisations as well as process consultants from various knowledge institutions, labour unions and industrial interest organisations. The model is designed through a participatory process to help this polycentric network of organisations to build competencies for the digitalisation ahead.

We argue that design thinking and engaged scholarship in the construction of a multifunctional semantics – such as the competency model – is useful both as a practical method and as a semantic research strategy informed by social system theory. The role played by design thinking when developing the competency model as a multifunctional semantic is concluded and the future research outlined.

The research generates knowledge of practical value for networked collaboration in educational ‘ecologies’ as the need increases for stronger links between education, business and research, as well as the involvement of social partners and civil society to increase Europe’s innovation capacity as advised by both the OECD and the EU.

Dual marketing, i.e. selling the same product to both consumers and business customers, calls for a rearrangement of companies’ organizational chart. New figures, appointed with new roles, need to be integrated within the organization. In addition, dual marketers are required new skills by the market, having to learn to blend push and pull marketing techniques. This chapter discusses how the market's imperatives make the dual marketer an on-the-edge figure within the business landscape, able to constantly reinvent herself to keep pace with innovations.

Such rural development programs are quite demanding in their organizational requirements. First, the implementing agency must have a special commitment to the delivery of program services to the rural poor. In social systems it is unnatural for benefits to be dispensed equally, much less redistributed toward the disadvantaged. Some inner or outer dynamic force must motivate the organization to overcome the momentum of inequality.

The chapter presents case evidence to argue that rather than comprising noncore, back-office business support services, shared service centers (SSCs), when viewed from a knowledge management perspective, can create both valuable and firm-specific resources and dynamic capabilities.

Literatures in strategic management, knowledge management, and business process sourcing are drawn on as a prelude to a longitudinal case study conducted by the authors in a large private sector utility company.

A knowledge management perspective demonstrates how the SSCs, as a hybrid organizational form, may help to redefine core versus noncore activities and thus, to play a role in the creation and protection of firm-specific resource and dynamic capabilities.

The SSC model is an emerging phenomenon and the field work is restricted to a single case study. Further field research is suggested.

The findings should be useful to those organizations embarking on the reconfiguration of back-office support services which might gain from further consideration of what activities might be seen as constituting core enterprise architecture. The case study demonstrates that when the traditional core activities of the organization become commoditized over time, a core competence becomes the management and administration of a bundle of technical projects premised on the processes and information systems of the SSC.

Shared services is an emerging phenomena and scholar literature is nascent. The chapter explores potential benefits of the SSC model beyond the headline agenda of cost reduction through efficiency savings and labor arbitrage.

Being resilient is often equated with the capability to return to a state of normalcy after individuals and organisations face unprecedented challenges. This chapter questions the notion of ‘normalcy’ in complex and ongoing turbulence as experienced variously in diverse cultural and sectoral contexts. In theorising organisational resilience and associated transformation, it draws on insights provided by a microfinance institution (MFI) operating in the Philippines. The chapter details its efforts to transform business in light of experience gained in frequent and overlapping emergency conditions (including COVID-19) to create a new level of resilience in its clients and itself. For clients, the goal is often to self-manage loss associated with socio-economic development and for the organisation, to stabilise and cordon the investment needed to support clients survive and move on from the relatively constant adverse impacts of disasters. Published accounts of such experience and insights provided by board members and the President illustrate the nature of transformational resiliency strategies planned, including changes to the business model around provision of micro-insurance services and strategic adaptation of digital services aligned with the organisation's mission. A model of ‘practical resiliency in emergency conditions’ details the culture of resiliency adopted, demonstrating how stakeholders gain confidence and opportunity to practice resilient behaviours in emergency contexts. It highlights the significance of cultural consistency across purpose, values and capability to create an adequate level of trust and certainty across stakeholders to support transformational resiliency behaviours in shifting and dynamic ecosystems.

In this study, we are addressing changes in managerial logics after the introduction of New Public Management (NPM)-reforms in two public sectors in Norway, namely the hospital and the university sectors. These sectors were previously dominated by professional and political logic in management, and the focus is on professionals in managerial positions. We are asking: How do professionals in managerial positions across universities and hospitals mediate between previous and newly introduced logics in management after NPM-reforms? We have chosen to compare changes in management across the hospital and the university sectors. Both sectors are largely publicly owned and dominated by professions, but their mission differs. The empirical material comprises interviews with formal leaders from dissimilar professional backgrounds, at different levels in the organisations in two cases. The findings show that management influenced by the market logic has been introduced, but in a hybrid version. The professional logic has however not been left behind, but expanded and supplied by a neo-bureaucratic logic. Leadership is functioning as a ‘catalyst’ to handle the different logics. The originality of this paper is a comparison of management in health care and higher education related to a model of hybrid management.

Purpose – This is a comparison of the role of the police in the enforcement of immigration law in the interiors of three nations: Germany, the United Kingdom, and the United States.

Methodology – The study builds upon research the authors have already done as well as desk research on recent developments. It uses three dimensions of the problem to focus the report: the hardware, software, and culture of police involvement in this issue.

Findings – In Germany, the local police are responsible for the enforcement of immigration control and have relatively fast and reliable means to identify undocumented immigrants. This is not the case in the United Kingdom and the United States, but there are trends toward more local police involvement, both by institutional cooperation and by the development of better databases and documents for faster identification. These trends are highly controversial in an environment that values community relations and is highly sensitive to racial profiling. However, there are also indications that the differences in typical police work such as traffic controls and crime investigation may not be as pronounced as the differences between the countries would suggest.

Research implications – This study highlights the need for ethnographic work with the police and with unauthorized immigrants to empirically describe and assess the role that the police are playing and its impact on police–community relations.

Practical implications – The German experience supports the value of a comprehensive information system for rapidly determining the immigration status of suspects, but it may not work as expected in the United States and the United Kingdom, where registration and identification obligations apply to foreign citizens only. With the US and UK experiences, one could predict that discriminating identification practices may become more sensitive issues in a Germany with increasing numbers of immigrated citizens.

Launched in the 1960s, the nine French New Towns are generally considered as a pragmatic response to the urban growth of the Paris region, before it was extended as a national policy to other regions (Merlin, 1997). If their creation is usually placed in the continuity of Ebenezer Howard’s Garden City Movement and of previous New Towns experiments, especially those conducted in England, this historical lineage has never been appreciated in terms of architectural and urban research. Were the French New Towns projects formulated against these early ideas and models or, on the contrary, planned in light of them? Moreover, what are the main characteristics of their projects, their points of resemblance and particularities? These questions, often raised by observers, cannot be answered without a comprehensive knowledge of each New Town’s story, which is not yet available. But a renewed comprehension of their common history can be proposed by analysing their creation in light of the French urban debate of the twentieth century, and by giving special attention to two housing projects which, in Évry and Le Vaudreuil, were presented as ‘landmark operations of contemporary urban planning’ (New Towns Program, 1971).