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Social movement scholarship convincingly highlights the importance of threats, political opportunities, prior social ties, ideological compatibility, and resources for coalition formation. Based on interviews with Palestinian, Israeli, and international activists involved in two transnational coalitions in Israel/Palestine, this chapter illustrates the emergence of transnational coalitions, particularly those that cross polarized ethno-national divides, depends not only on such facilitators, but also, and critically, on the belief that such diverse cooperation is strategic. I argue these unique coalitions intentionally formed with individuals and organizations situated in different national communities out of a strategic decision by the Palestinian initiators, given the closed political opportunity structure they faced domestically, to enlarge the scope of conflict by drawing in new people and communities who may have some leverage on the Israeli government. Consequently, this chapter also makes clear that partners in the Global South make intentional choices about who to partner with, and that the agency is not solely linked with their more privileged partners in the Global North (cf., Bob, 2001; Widener, 2007). Finally, it illustrates that coalition partners are recruited not only because of social ties, prior histories of interaction, ideological similarity, and shared organizational framing, but also due to key considerations including perceptions of what the ethno-national diversity, varying networks, and differing privileges make available.

The chapter presents an overview of the state of Research Management and Administration (RMA) in Belarus. The country enjoys sound traditions in basic and applied research in some areas relevant to its economy, particularly in science, technology, engineering, and mathematics (STEM). The current science, technology, and innovation (STI) policy is focussed on the commercialisation of domestic research and development (R&D) results and the effectiveness of the national STI system.

The majority of competitive budget funds are allocated within different types of programmes that support R&D and innovation. Formal RMA positions exist at the programme level and are based in research centres, universities and companies being grounded on a solid legal basis. Roughly 150–250 people within 50 legal entities are directly involved in RMA. At the project level, the RMA activities are either combined with scientific supervision or informally distributed within the project team.

A possible increase in overall R&D expenditures in the country, the eventual enlargement of the scope of publicly supported STI projects and their collaborative nature, as well as their internationalisation and widening of international cooperation may significantly increase the demand for RMA professionals.

For firms that depend on personalized management as a key element of their competitive advantage, maintaining personalized management in the face of sustained growth presents a particular challenge. The purpose of this paper is to examine how firms in the Germanic Mittelstand have endeavored to “scale up” personalization.

Different ways of scaling up personalization are explained with examples.

The concept of personalization need not just concern customers, in contrast to conventional treatments of personalization. Mittelstand firms illustrate the scaling up of personalization to target stakeholder groups other than just customers.

In recent years, personalization has come to refer to the customization of products to the preferences of individual customers. In contrast, a neglected but important topic is personalization of and within firms. Personalization refers to imbuing a firm with the personal qualities of individual personalities indissociable from management of the company.

Methods for scaling up personalization need to be truly scalable to be effective. Methods that only enable a one-time enlargement in the scope of the personalized business are liable to fail in the longer run.

By examining personalization as an important characteristic of small to medium-sized firms that they wish to maintain as they grow larger, this study highlights a little noticed dimension of Mittelstand growth strategies – and endeavors to bring personality back into research on “personalization.”

This paper draws on the experiences of project marketing and solution selling to improve the understanding of how to create superior value for customers. Project marketing and solution selling have both developed approaches to deal with complex marketing situations for a number of years now. The upstream mobilization of customer network actors and the downstream enlargement of the content and scope of the offering are the key features of these approaches.

This paper presents two case studies to focus attention on elements that are crucial to this twin-track approach. The downstream extension of the offering relies on services supporting the customer's action (SSC), which supplement traditional services that support the supplier's product (SSP). The upstream extension leads to an introduction to other types of services or elements of the offering – the services supporting the customer's network actors (SSCN).

Furthermore, the paper proposes a marketing process that takes the supplier's viewpoint, for whom the entire approach is a network mobilization, into account. This approach to the offering, which included SSP, SSC, and SSCN, is typical of a network strategy in which the supplier recruits and enrolls new actors to (re)model the buying center.

This marketing process is in tune with the latest developments of the service-dominant (S-D) logic, as it proposes a move from the value chain toward a value-creation network/constellation. Consequently, creating superior value for customer means mobilizing and servicing actors far beyond the boundaries of the buying center, supply chain, and customer solution net.

This paper aims to provide a critical assessment of existing links between risk management systems (RMS) and performance management systems (PMS) through a general review of the literature.

The research approach consists of a literature review, aimed at highlighting the “points of contact” between RMS and PMS along three main dimensions: scope of the system, measurement and ownership.

Key papers and books published in the field are examined. Based on this review, an assessment of similarities and potential synergies between RMS and PMS is offered. In addition, possible avenues for future research are discussed.

The paper provides managers with useful insights on pros and cons of integrating RMS and PMS. It highlights possible instruments and organizational arrangements that could be exploited by practitioners to connect the two systems and discusses the implications of different possible configurations.

Whilst the professional literature is loaded with illustrations of RMS and PMS as “integrated” solutions, this issue has been only partially addressed by the academic literature that generally focuses on one of the two systems. Hence, the study overall contributes to enrich the knowledge of the relationship between performance and risk management by mapping how and where the two systems are linked.

Most of us have read and thought about job enlargement, job enrichment, job design and restructuring. Much has been said and written on these subjects, and perhaps we may now be forgiven if we are somewhat confused by the differences in methodology, terminology, perspectives, etc presented by authors in this area.

Suggests not to rely on the subsidiarity principle in some of these practical matters showing too much subsidiarity, could damage European competition, thereby preventing member states from being able to perform their policy of universal service. Sums up that the universal service issue generates many debates.

The purpose of this paper to report an analysis of project management issues in Central Public Works Department (CPWD), India.

This research draws on the insights gained through case study development and analysis and interaction with executives of CPWD.

The paper reports on a case study on project management complexities in a typical government body, CPWD, India. The findings indicate that basic project management principles/skills is lacking in projects performed by government departments in India.

Delivering of all construction and maintenance project on time, within budget and in accordance to the desired quality had been identified as one of the major challenges in present scenario especially when it comes to any government project. The insights reported in the paper are based on a detailed analysis of one case and hence outcomes are contextual.

This research addresses real life complexities in infrastructure project and outlines various risks in such projects.

The discussion on career plateaus is marked by a diversity of operationalizations. This paper focuses on the independence of three dimensions of career plateaus and the impact they have on outcome measures in three areas: performance, work satisfaction and commitment. Data from 165 university staff and 77 school teachers confirmed the independence of the concepts of career plateaus. Contrary to the general assumption that an extended period working at the same position has detrimental effects, outcome variables were not connected to position immobility. Results for most of the outcome measures showed the work‐content dimension to account for significantly more variance than the subjective structural dimension. Advances in work content can even moderate negative effects emanating from low expectations of hierarchical promotion. Specifically, the negative effects were most pronounced where the two subjective dimensions of career plateau coincided. These have implications for individual and organizational career management processes.