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This paper aims to discuss why there is often a gulf of difference between policy rhetoric and reality. In particular, the paper seeks to explore issues with the policy rhetoric, implementation process and the lens through which reality is perceived, explaining why these issues can open up a policy rhetoric‐reality gap. This article also suggests a simple matrix framework to analyse a rhetoric‐reality gap.

This paper is a reflection on, and analysis of, the issue of the difference between policy rhetoric and reality. The framework of analysis involves: issues with policy rhetoric; issues with the implementation process; issues with examining reality.

Although policy rhetoric always has laudable aims, the underlying dynamics of change and interaction among the various actors at different levels of the system often means that the rhetoric may be compromised in reality. However, it is also possible that even when implementation reality may not correspond closely to policy rhetoric, the adaptation of the policy allows for a better fit with the local context while allowing the policy rhetoric to retain its evocative values for an ideal state of affairs.

Policy rhetoric‐reality is not always “evil” and this gap can be systematically investigated.

This paper provides an explanation of the policy rhetoric‐reality gap and suggests a simple matrix framework to analyse such a gap.

The purpose of this paper is to establish that social determinants are vital contributing factors to mental health difficulties and that, similar to physical health, mental health follows a social gradient. Despite this acknowledgement, there is a rhetoric/reality gap found in social determinants of mental health (SDMH). It will be argued in this paper that this rhetoric/reality gap is located on a number of levels, including theoretical, methodological, practical, political and policy based, which are proposed here to be interrelated.

The approach is a conceptual analysis of the rhetoric/reality gap found in SDMH using a critical perspective. It draws on a wide variety of theories in order to provide an analysis of the issues outlined.

The paper's central finding is that there is a dissonance between the dominant ontological, epistemological and methodological, or axiomatic, focus in contemporary mental health theory and practice and SDMH. This dissonance has led to a form of “analysis paralysis” on all levels, and the initiatives required to tackle SDMH have been marginalised in favour of a narrow interpretation of evidence-based research and its accompanying ideology centring on the individual, which has established itself as a primary position on what constitutes valid knowledge to the detriment of other views.

The paper offers a critical perspective on an area of SDMH which is often alluded to but never explicitly explored, and questions the underlying assumptions inherent to mental health theory and practice. The paper's value is that it draws attention to this particular dilemma on a wider scale, including on a political and policy-based level, which is often neglected in mental health theory, and it makes some recommendations on how to move forward.

From the optimistic to the critical, the post‐structural to the market rational there are varied perspectives on normative control at work. The purpose of this paper is to describe a tactical evolution in normative control practices and explore how this development sits with each perspective.

The paper is based on a six month participant ethnography incorporating 75 interviews and document analysis. Data are presented from human resources, executives, managers and employees.

This paper presents an account of a leading, listed, global firm's attempt to align employees to the organisation's goals through fashioning an ideal employee identity based on the organisation brand. Perspectives are provided on the desired role and ultimate failure of this employee branding initiative. Indeed, branding may be a normative step too far. The paper demonstrates how the workplace comprises of a variety of experiential forces and employees are capable of deciding which are the most substantive. However, the existence of varied perspectives on normative control within the workplace can account for both its failure and perpetuation.

The findings highlight the variety of forces that interact to shape perspectives of normative control within a workplace. Consequently, future research may benefit from adopting a more holistic analytical approach to avoid over or under estimating the role of normative control.

The novelty of this paper comes firstly from the account of a tactical normative development and secondly from the demonstration of the value of considering the role and impact of normative control from a variety of theoretical perspectives.

Lenin advocated “Taylorization” (i.e. scientific management), to rebuild post‐revolutionary Russia's economy. The evidence, however, indicates that Lenin's advocacy caused conflict within the communist party, and scientific management was rarely implemented successfully. Noting a rhetoric‐reality gap, the paper explains the difference between Lenin's advocacy and actual practice. Lenin wished to convey the message that his regime was progressive, using the latest management techniques. Rather than following scientific management precepts, pressure was placed on Soviet workers to increase productivity without improving work methods. The paper's conclusion is that Lenin's advocacy of scientific management was a leader's rhetoric, a political expediency, and it would be misleading to connect scientific management with the practice of management in post‐revolutionary Russia.

The need for a permanent revolution in organizational structures and use of human resources is legitimated by reference to the need to adapt to ever more turbulent times. This gives rise to and is sustained by a distinctive anti‐bureaucratic rhetoric based largely on over‐hyped, unrepresentative examples and misunderstood processes. However, though empirically unsustainable, the rhetoric survives, in part because this kind of managerial discourse is playing by different rules. Explores and challenges the internal dynamics of this discourse to show that the rhetoric of discontinuity has been a continuous feature. Uses case studies of privatized utilities and analysis of the literature to explore both the gap between rhetoric and reality, and how managers operate in that gap.

Presents a case study of the emergence and early stages of implementation of Queensland Education Department′s policy for devolution of responsibility to State Schools. Has four major purposes: to clarify the rhetoric by which the Department has developed and promoted its devolution policy; critically to examine the efficacy of the policy when it is “played out”, in “reality”, at the “school face”; to explore possible positive outcomes of the policy, potential impediments (within the Department and school community), and prerequisites to effective implementation; and to consider what is needed in pre‐service teacher education to enable future teachers readily to function in a school‐based organizational context. The “message” which emerges from these considerations is that stakeholders at all levels need to be vigilant observers, watching for inconsistencies as they develop, between the rhetoric and the reality of devolution policy in practice – in particular, “regression” towards centralized, bureaucratic control. Proposes an approach to a safeguard mechanism which could be applied at regular intervals. Poses questions at two levels: at the system level and at the level of the community at large.

To develop a model that can explain the “government to e‐government” transition process.

Reviews the literature on and practice of e‐government, as well as the related literature of strategic alignment and maturity models for technology adoption. Offers evidence for the model's validity through case‐type material from the web sites of e‐governments worldwide.

Six transition paths can be identified, four of which are more likely to result in effective e‐government transition.

Further work is needed to test the validity of the model. This could involve historical and longitudinal studies of the government to e‐government transition process in different governments around the world.

The transition model should be of value to e‐government strategic planners who are seeking possible transition paths towards the effective development of e‐government.

The paper tackles the little investigated topic of the transition process through which governments must go as they shift from traditional government to e‐government.

The purpose of this paper is to provide a holistic and systematic conceptualization of the impact of strategic human resource management (SHRM) on the psychological contract. Specifically, this paper aims to explore how the alignment of HR-systems and organizational communication influences the congruence and breach of the psychological contract.

The paper applies the signaling theory as a lens to develop a typology of four “ideal types” of SHRM configurations, each characterized by differences in the alignment of the HR-system and communication quality. Based on this typology, the influence of these different SHRM configurations on the congruence and breach of the psychological contract is being proposed.

The typology shows that the alignment of HR-systems and communication quality impact differently on the formation and breach of the psychological contract. It highlights that employees require both, highly aligned HR-systems and a high-quality communication to form congruent contract perceptions.

The configurational arguments embedded in the typology allow the conceptualization of the interrelationships between the alignment of HR-systems, organizational communication and the congruence and breach of the psychological contract. The propositions derived from the typology can guide research on SHRM as an antecedent of the psychological contract and shed light on the role of the psychological contract as a linking mechanism between SHRM and the employees’ reactions.

This paper aims to investigate the relationship between environmental performance and management and company valuation. With a specific focus on company valuation, this study shows how a firm’s environmental activities, including its environmental management practices, are perceived and valued by its stockholders.

Newsweek’s green ranking data between 2014 and 2016 were used to support this analysis. Environmental performances and environmental management practices of 345 Fortune 500 companies from various industries were included in the data set.

The analysis finds higher valuations for US companies that are more efficient in managing greenhouse gas emissions. In addition, it empirically shows that investors place a higher value on companies with the following environment-related management policies: initiatives that reward top management for achieving environmental goals and third-party auditing of environmental performance.

By incorporating corporate environmental management practices as an additional environmental performance criterion, this research fills a gap in the literature on the potential relationship between corporate environmental performance and company valuation.

Building on the work of Carroll this article attempts to unravel, explore and explain corporate social responsibility (CSR) as a theoretical construct that has implications and consequences for corporate governance in particular, and more generally for the economy, business and society. It aims to extend Carroll's work on definitional constructs by re‐examining some of the theoretical frameworks that underpin, inform and guide CSR.

Carroll identified different levels, or a pyramid, of CSR and these are outlined and the advantages and disadvantages of a pyramid, levels‐based approach discussed. The main contributions of this article lies is in its exploration of corporate social irresponsibility (CSI) as a concept in contrast to CSR. Bowd, Jones and Tench's CSI‐CSR model is described, explained, analysed and used as a conceptual tool to make the theoretical move from a pyramid or level‐based approach to a more dynamic framework of analysis.

The proposition that CSI is better suited to a shareholder business model and CSR sits more comfortably with a stakeholder business model is examined. It is contested that people often wrongly equate CSR with irresponsible corporate actions. The CSI‐CSR model establishes a theoretical framework around which grounded empirical research can be undertaken, applied and on which it can be reported.

This is a new area of research that addresses a gap in the literature and puts forward innovative theoretical models. Discussing the concept of irresponsibility makes for an interesting theoretical move. It questions the idea that corporations and business per se are always or necessarily socially responsible.

In looking at and developing existing theoretical models, concepts and frameworks and exploring their merits, shortcomings and limitations, the article will be of interest and relevance to the business and academic communities. If there is such a thing as CSR then the implication is that there is such a thing as CSI and it is on this issue that this article seeks to promote and stimulate discussion.