Search results

Conceptualizing development in terms of risk management has become a prominent feature of mainstream development discourse. This has led to a convergence between the rubrics of financial inclusion and risk management whereby improved access for poor households to private sector credit, insurance and savings products is represented as a necessary step toward building “resilience.” This convergence, however, is notable for a shallow understanding of the production and distribution of risks. By naturalizing risk as an inevitable product of complex systems, the approach fails to interrogate how risk is produced and displaced unevenly between social groups. Ignoring the structural and relational dimensions of risk production leads to an overly technical approach to risk management that is willfully blind to the intersection of risk and social power. A case study of the promotion of index-based livestock insurance in Mongolia – held as a model for innovative risk management via financial inclusion – is used to indicate the tensions and contradictions of this projected synthesis of development and risk management.

This chapter presents digital reverse mentoring as a novel kind of human and technological resource management intervention. It presents a case study of digital reverse mentoring at a large metal multinational. It highlights the various design elements of digital reverse mentoring that contribute towards achieving digital transformation and rebuilding of mindsets in the company. Through the case study the chapter also suggests that HRM needs to look beyond adoption of technological tools to actively participate in addressing the strategic concerns of digital transformation in a company.

This paper focuses on the strategic role of elites in managing institutional and organizational change within English public services, framed by the wider ideological and political context of neo-liberalism and its pervasive impact on the social and economic order over recent decades. It also highlights the unintended consequences of this elite-driven programme of institutional reform as realized in the emergence of hybridized regimes of ‘polyarchic governance’ and the innovative discursive and organizational technologies on which they depend. Within the latter, ‘leaderism’ is identified as a hegemonic ‘discursive imaginary’ that has the potential to connect selected marketization and market control elements of new public management (NPM), network governance, and visionary and shared leadership practices that ‘make the hybrid happen’ in public services reform.

In a world of continuous volatility, complexity and uncertainty, the need for enhanced leadership has gained significant attention. Leadership development efforts continue to scale up but fail to produce the desired leaders. This calls for fundamental changes in the way leadership development happens.

Knowing this very well, it is ironic that organisations remain limited in their ability to develop leadership talent. Leadership models may be inadequate to prepare our leaders for the future. Effective leadership development frameworks need to take a contextual view and evolve sustainable and competitively integrated solutions to today’s leadership challenges.

This chapter explores the changing paradigms related to leadership development and highlights how contextual enablers will help practitioners better select and develop leaders.

European Educational Policies have been studied not only from an economic and political approach but also from an educational and cultural one. On this basis, and according to the contemporary political, cultural, economic and social changes and reclassifications, modern higher education and teacher education – not only in Europe but in Africa and elsewhere – suggest new aims and targets. These aims are to find new ways of knowledge communication and production. Educational policies in Europe – like the Bologna Declaration and the Uniformization of Higher Education provide some ‘lessons’ for Higher Education and Teacher Education in Africa.

Based on a case study of the ‘regeneration’ of the ‘Five Estates’ of Peckham, a neighbourhood located in south-east London, this chapter considers the social implications of urban ‘regeneration’ processes from an anthropological perspective centred on concepts of waste and value and highlights the emotional turmoil and personal disruption that individuals affected by regeneration plans routinely experience.

An ethnographic approach is used based on participant observation, unstructured and semi-structured interviews as well as limited archival research. Life histories are central to the methodology and these result in the substantial use of long quotes from respondents, to highlight the ways in which they framed the issues as well as their opinions.

The chapter shows how urban regeneration processes that involve displacements and demolitions deeply affect the lives of estate residents. In juxtaposing the voices and experiences of local politicians, officers and residents it sheds light on the ways in which the values and interests of some individuals — those invested with more power, ultimately — ended up shaping regenerated landscapes. At the same time, the homes and communities valued by the residents who lived in them were demolished, removed and destroyed. They were wasted, literally and symbolically, erased from the landscape, their claims to it denied and ultimately forgotten.

The chapter highlights how while the rhetoric of regeneration strives to portray these developments as improvement and renewal, the ethnographic evidence shows instead the other side of urban regeneration as wasting both communities and urban landscapes resulting in ‘state-led gentrification’.

Thinking about regeneration and recycling through waste and value allows us to consider these processes in a novel way: at a micro level we can look at the ways in which individuals attribute to and recognise value in different sets of objects and social relationships. At the macro level we can then observe how the power dynamics that shaped the situation resulted in only a specific view and set of values to be enacted and respected, while all others were silenced, wasted and literally expelled from Peckham.