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In the volatile, uncertain, complex, and ambiguous (VUCA) contemporary business environment intergovernmental organizations (IGOs) play a central role. Their objective is to align member countries for collective global problem solving activities under the guidance of the organization. They aim at providing global stability and security through the creation of supranational institutions. While political sciences have studied IGOs from a global political perspective, little is known about the influence of these IGOs and their supranational institutions on country institutional environments and business environments. Thus, the purpose of this chapter is to understand how IGOs influence these national institutional environments, especially considering the countries’ development levels. By using regime and institutional theory we are able to conceptualize the relation of supranational and national institutions within the differently developed countries. We identify two interconnected factors that impact this analysis, the strength of the national institutional environment of member countries and their power in the IGO. Using these factors, we identify a clash and misalignment of national and supranational institutions in emerging countries, which is leading to enhanced VUCA business environments. We provide an exemplary case that discusses institutional schisms created by the International Monetary Fund’s (IMF) influence in Argentina. Moreover, the impact of IGOs is significant in least developed countries and has little to no impact in highly developed countries.

One of the overarching goals of many African countries since the past two decades has been the rapid move towards integration with the global economy. This is evident through far‐reaching macroeconomic and political reforms now taking place in these countries. However, despite the aggressive lurch towards market‐driven transformations, results on the ground have been less than satisfactory – arising largely from a myriad of implementation failures. It appears that while much emphasis is put on the potency of a free market‐driven transition, there is little understanding of how particular institutional arrangements shape and determine the success (or failure) of market/economic reforms. This paper adopts an institutional approach to analyse the transition challenges facing Africa. It concludes that countries in Africa are facing tumultuous problems in achieving sustainable growth, largely because the market‐driven transition programmes are rooted in economic orthodoxy that is anti‐institutional and, therefore, ill‐equipped to deliver desired results. Paradoxically, this appears to be the case with the UN Millennium Development Goals. Improved results in achieving the goals and, indeed, the broader market reform efforts are possible if planners and policy makers are able to root their planning processes within the contextually embedded institutional environment.

How the concept of organisational culture was applied to a recent study of academic organisations in an Australian university is the thrust of this article. Rather than use the more traditional approach of analysing functions and formal structures, the study added a different perspective by applying a cultural framework adapted chiefly from the works of three noted scholars of higher education. It examined academic culture, namely, the symbolic dimension of academic organisation embodying the traditions, myths, rituals, occupational beliefs and values and other forms of expressive symbolism that have grown up about universities and the life and work of academics. Different levels of culture are revealed, bases of conflict and aspects of a common culture are elucidated, their organisational implications are discussed and the value of a cultural perspective is addressed.

Researcher Highlight: Dr. Carter G. Woodson (1875–1950)

Education is, or should be, a gateway to a better life, a better understanding of ourselves in a complex and hierarchical social world. As a political scientist from a working-class mature-student background I have been fortunate enough to build a career that not only celebrates and embodies the possibilities provided by educational access but also aims to highlight the staggering lengths the socially advantaged go to in their denial of educational opportunity for the vast majority of people from my background. Like all autoethnographies, I guess this contribution may seem an idiosyncratic take on working-class life and academia; it is at once a primal scream against ingrained classism we have to confront every day, but also a recognition of the intellectual pluralism and tolerance of academia that allows and rewards even members of the ‘awkward squad’ like me if we stick it out long enough. It is a rage against the machine, but hopefully, also a small step towards changing the definition of academia.

The purpose of this paper is to contribute to the international debate over the university as the service provider for school administrator preparation programs from the United States perspective.

The author's approach is that of using historical analysis in developing a conceptual position: the author argues that the university professoriate in the United States now has little choice but to heal the historic rift between theory and practice if it wants to survive this current ideological era characterized by accountability for public schools to improve student outcomes and by the competitive marketplace.

The author's analysis consists of four separate explications. He first explains the genesis of the schism between theory and practice endemic to all professional schools: 19th century Positivism and early 20th century Technical Rationality. Second, he points out that the university, which traditionally protected education administration programs from constituency attacks, can no longer do so in large part because the field's weak knowledge base is perceived by many reformers and practitioners alike as counter‐productive to improving schooling's core technology: teaching and learning. Third, based primarily upon the work of Culbertson, Willower, and Schon, the author draws on over a century's rich counter tradition to the forces of Positivism and Technical Rationality in advocating that practitioners should develop and test their own theories of practice.

The last explication infers the practical value to this concept paper.

The author suggests how professors can exploit the university's institutional advantages in adopting practitioner‐developed theories in practice as a curricular centerpiece.

In the last 10 years or so, a growing body of research has highlighted the importance of social movements as the mechanism through which fields change or new fields emerge. This article contributes to this body of research by studying how an organization was able to promote institutional change from the center of a field by channeling the legitimacy generated by local religious movements. Data comes from the archives of a special commission within the Catholic Church that developed rules for adjudicating miracles performed by candidates to sainthood. The social movement is composed of candidates and their supporters who mobilized local communities using miracles. The period of the analysis was the aftermath of the Protestant Schism, when long-established practices and beliefs were fundamentally challenged. By approving miracles that created ties between individuals that spanned across kinship and social status boundaries, the commission was able to channel legitimacy into the wounded core of the Church. At the same time, receiving Rome’s approval reduced the competition the candidate’s supporters faced from other religious activists. The noncontentious interaction that occurred between the two actors gave birth to the field of modern sainthood. The main implication for organization theory is that, even in the absence of conflict, a new environment and ideology can emerge endogenously from the center of a field and transform both the organization and the social movement.

The purpose of this chapter is to examine how multinational firms have an added incentive to promote corporate social responsibility (CSR) in order to maximize profitability and adapt to the changing normative climate in a post Great Recession economy.

This chapter builds on institutional theory using contextual evidence from Mexican firms to provide insight into the varying pressures facing local and multinational enterprises in emerging markets.

This chapter highlights different sets of pressures faced by emerging market firms, both domestic and multinational. This chapter contends that emerging market multinational enterprises (EMNEs) are incentivized to uphold CSR practices to a greater degree than domestic firms from emerging markets.

Contextual evidence for this chapter was confined to Mexican firms, which provides an opportunity for future research to be carried out from alternative emerging markets.

From a social standpoint, this chapter sheds light on the challenges of globalization and the current rift between national level policies, coinciding behavior, and global expectations. From a practical standpoint, this chapter could inform and alert CEOs and practitioners to the nuances of CSR expectations, contingent upon the sphere in which they choose to operate in.

This chapter contributes to the growing dialogue on EMNEs while highlighting the schism between national and global expectations for CSR. Further, this chapter adds to the literature on institutional theory by connecting it to the in-group and out-group literature from sociology.