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In this study, the authors explain citizens’ adoption of social media in citizen–government relations in China, a country that blends an authoritarian governance regime with limited tolerance of and responsiveness to online citizen participation.

Original survey data were gathered using a vignette survey among 307 respondents living in the People’s Republic of China. Multivariate analysis of the data was used to test four hypotheses and identify antecedents of Chinese citizens’ social media adoption for “thin” participation purposes.

Citizens’ perceived impact of “thin” participation, citizens’ skills and capabilities and citizens’ trust in institutions are significantly associated with citizens’ social media adoption. Social media anxiety was found not to be associated with Chinese citizens’ social media adoption.

This study demonstrates how vignettes can be used to study adoption of technological and institutional innovations in an authoritarian governance regime and how in this context existing adoption theories can be extended with notions of institutional trust to adequately explain citizens’ adoption of technological and institutional innovations in citizen–government relations.

Although some argue that social media activity could potentially mitigate democratic deficits caused by the state, in the case of China, the intertwinement of state and social media platform renders this argument unsustainable.

This study is one of the few systematic survey studies focusing on Chinese citizens’ adoption of social media in citizen–government relations.

This study aims to investigate the role of relational asymmetries in influencing the coping strategies adopted by frontline workers to deal with the policy–client role conflict.

A comparative analysis of three different services highlights the role of the service relationships characteristics in explaining similarities and differences in the strategies adopted by street-level bureaucrats (SLBs). The research is based on the secondary analysis of three case studies conducted in Italy: the reception system for homeless people, the job brokerage service in the public employment service and the dispute settlement procedure in the labour inspectorate.

The results underline the interaction between the characteristics of the service relationship and the different coping strategies adopted to deal with the policy–client conflict.

The contribution of this study is threefold. Firstly, the authors focus on the influence of the characteristics of the service relationship in terms of agency resources over SLBs’ strategies to face with users’ expectations. Secondly, the authors intend to discuss these issues analysing SLBs not only as agents with individual preferences. Thirdly, the research design allows the authors to return to the street-level bureaucracy theory its comparative essence, proposing a comparative strategy with an explorative intent.

The case briefly describes the history of Electronic Data Systems (EDS) under Ross Perot and GM before turning to the beginning of a tumultuous decade in the late 1990s. As the turn of the century approached, EDS made critical strategic missteps such as missing opportunities in the Internet space, overlooking the onset of client-server computing, and failing to obtain major Y2K-related projects. The company attempted a turnaround by replacing the CEO with Dick Brown, whose leadership helped streamline the sprawling company. Despite initial successes, Brown's tenure ultimately ended in failure, due largely to his failure to recognize the growing Indian market and his willingness to buy business at the expense of the company's margin. The disastrous multibillion-dollar Navy & Marine Corp Intranet contract typified the type of high-profile transactions that Brown pursued, often boosting EDS's stock price in the short term while eroding its cash flow short term and its profitability over the long term. EDS management went through several stages of the turnaround process: the blinded phase, the inactive phase, and the faulty action phase, until Michael Jordan replaced Brown as CEO and enacted a three-tiered operational, strategic, and financial turnaround.

EDS's near-decade of turnaround efforts takes students through every phase of the turnaround process and demonstrates that even initially successful turnaround efforts can become distracted, rendering them ineffective. The case will show both a failed turnaround and a subsequent successful one, while adding an international component with respect to EDS's overlooking an important, growing Indian market.

Gary Parr, deputy chairman of Lazard Freres & Co. and Kellogg class of 1980, could not believe his ears. “You can't mean that,” he said, reacting to the lowered bid given by Doug Braunstein, JP Morgan head of investment banking, for Parr's client, legendary investment bank Bear Stearns. Less than eighteen months after trading at an all-time high of $172.61 a share, Bear now had little choice but to accept Morgan's humiliating $2-per-share, Federal Reserve-sanctioned bailout offer. “I'll have to get back to you.” Hanging up the phone, Parr leaned back and gave an exhausted sigh. Rumors had swirled around Bear ever since two of its hedge funds imploded as a result of the subprime housing crisis, but time and again, the scrappy Bear appeared to have weathered the storm. Parr's efforts to find a capital infusion for the bank had resulted in lengthy discussions and marathon due diligence sessions, but one after another, potential investors had backed away, scared off in part by Bear's sizable mortgage holdings at a time when every bank on Wall Street was reducing its positions and taking massive write-downs in the asset class. In the past week, those rumors had reached a fever pitch, with financial analysts openly questioning Bear's ability to continue operations and its clients running for the exits. Now Sunday afternoon, it had already been a long weekend, and it would almost certainly be a long night, as the Fed-backed bailout of Bear would require onerous negotiations before Monday's market open. By morning, the eighty-five-year-old investment bank, which had survived the Great Depression, the savings and loan crisis, and the dot-com implosion, would cease to exist as an independent firm. Pausing briefly before calling CEO Alan Schwartz and the rest of Bear's board, Parr allowed himself a moment of reflection. How had it all happened?

An analysis of the fall of Bear Stearns facilitates an understanding of the difficulties affecting the entire investment banking industry: high leverage, overreliance on short-term financing, excessive risk taking on proprietary trading and asset management desks, and myopic senior management all contributed to the massive losses and loss of confidence. The impact on the global economy was of epic proportions.

The case discusses the operational, strategic, and financial turnaround at Solo Cup, a manufacturer of disposable dining wares. Solo Cup’s troubles were compounded by the acquisition of a larger rival, Sweetheart Company, which had its own problems and presented issues of merger integration that management could not solve. David Garfield, a managing director at turnaround consulting firm Alix Partners, must first recognize Solo Cup’s core competencies in order to determine the appropriate change in strategic course, strip out the assets that no longer support the operations necessary for that strategy, and monetize them in order to rationalize its balance sheet. This case teaches that a three-pronged approach will invariably produce greater results than any one-dimensional turnaround.

Students will learn turnaround techniques necessary to restructure a company operationally, strategically, and financially, and will learn how Alix Partners' relentless focus on “letting data rule” allowed the firm to revive a faltering company.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by independent writers who add their own impartial comments and place the articles in context.

An slowdown to the current movement of mergers and acquisitions (M&As) will inevitably come. As with economic booms, the best that can be hoped for is a soft landing.

This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent, information and presenting it in a condensed and easy-to-digest format.

This paper provides a critical assessment of academic and policy approaches to population ageing with an emphasis on the baby boomer cohort and constructions of late‐life identity. It is suggested that policy towards an ageing population has shifted in focus, away from particular social hazards and towards an attempt to re‐engineer the meaning of legitimate ageing and social participation in later life. Three themes are identified: constructing the baby boomers as a force for social change, a downward drift of the age associated with ‘older people’ and a shift away from defining ageing identities through consumption, back towards work and production. The paper concludes with a discussion of the implications for future social and public policy.

Life studies are a rich source for further research on the role of the Afro‐American woman in society. They are especially useful to gain a better understanding of the Afro‐American experience and to show the joys, sorrows, needs, and ideals of the Afro‐American woman as she struggles from day to day.

Studies of public policy, particularly the explanation and prediction of policy outcomes, are motivated by a desire to improve policy success. However, most policies fall far short of solving problems. Why is it so difficult for policy to succeed? Biology's answer: because we are human. Many natural tendencies are less than optimal for the policy cognition and behavior necessary to make effective policy popular. The portions of human nature which are most interesting for our purposes include the way humans think, the role of emotion, the power of interpersonal relationships, the power of belonging to a group, and the power of competition for status. These human realities anticipate ineffective policy development. Knowing something about humans might explain why it is difficult for policy to succeed.

Examines the importance of congruence between trading partners, along several dimensions, for the successful implementation of EDI networks. The results of a survey of 64 dyads, drawn from US manufacturing firms and their suppliers, are reported, which suggest that congruence is not a critical factor in determining successful EDI implementation, at least amongst firms operating a “traditional” EDI system, in which the links are direct, rather than via the Internet and where the customer has significant bargaining power.