Search results

European Union (EU) central and eastern economies have gone through a process of structural change since 1989, when the post-communist transition started. This process was afterwards reinforced by the three EU enlargement waves that took place in 2004, 2007 and 2013. Though exhibiting low levels of aggregate productivity, this group of countries joined the EU with higher levels of human capital than the southern member states, an advantage that should have accelerated real convergence towards the EU15. However, evidence to date suggests that the convergence process came to a halt in 2007–2008 when massive capital inflows stopped, highlighting the fragilities of the growth strategies implemented so far. In these peripheral countries, structural change has been characterised by an expanding services sector alongside growing income inequality. The two strands of literature on these issues highlight that: (a) an expanding services sector may not be detrimental for growth, quite the opposite, depending on services composition and on the capacity of services sub-sectors to incorporate information and communication technologies (ICTs); and (b) inequality is negatively related to growth through the fiscal policy, socio-political instability, borrowing constraints to investment in education and endogenous fertility channels and positively through the savings channel and incentives. We analyse the nexus between structural change, inequality and growth in this group of countries highlighting income inequality as a potential mechanism that connects the other two variables. We provide a descriptive quantitative analysis of the profiles of structural change and income inequality in our sample and apply dynamic panel methods to investigate the existence of causality among services sector expansion, inequality and aggregate productivity considering a maximum period between 1980 and 2010.

This chapter provides some concluding reflections on the different experiences of structural change encountered by the TARGET partners. The various TARGET partners had different roles in the structural change processes: seven organisations designed, implemented and monitored gender equality plans (GEPs) for the first time, two organisations provided tailored support to implementing institutions and one organisation evaluated GEP implementation. This edited volume provides an account of these diverse experiences of engaging with and catalysing structural change in very different research organisations operating in extremely different contexts both within the EU and beyond. The volume thus contributes to the growing body of literature generated from structural change projects by offering a specific focus on the TARGET approach. The TARGET process of structural change – undertaken through the development and implementation of tailored, evidence-based GEPs – was found to be strengthened through formal top management commitment and by taking a reflexive approach that was powered by communities of practice and supported by financial resources, gender expertise as well as gender and organisational change competences. Engaged institutions thus managed to overcome unfavourable conditions and implement tailor-made, context-specific interventions, some of them in areas at the cutting edge of topics and issues linked to gender equality in research and innovation such as tackling sexual harassment, sustainability and integrating the gender dimension into research content and curricula.

The early-stage venture capital (VC) industry has long been dominated by small firms comprising senior venture capitalists and few junior staff. However, during the late 1990s, a group of firms changed their internal structures, adopting pyramidal structures and redesigning internal processes to leverage the efforts of junior staff. In doing so, they followed first-movers in other professional services industries that transitioned to pyramidal models in the 20th century. Has the recent industry downturn terminated the transition, or simply delayed it? This chapter analyzes the events that led the VC firms to transition, the barriers to doing so, and related issues affecting the industry's future.

There is considerable evidence that long periods of success in organisations can lead to ossification of strategy and strategic inertia. Burgelman (2002) shows how co-evolutionary lock-in occurs through the creation of a strategy vector. He demonstrates that the internal selection environment can become configured to create sources of inertia that dampen the autonomous strategy process, driving out unrelated exploration and creating a dominance of the induced, top-down strategy process. While this study shows how lock-in occurs, it does not address how a company breaks out of co-evolutionary lock-in. This is the focus of this paper. We argue that to understand how an organisation breaks out of a strategy vector a more complete conceptualisation of the structural context, and in particular the under specified cultural mechanisms, is required. It also requires an understanding of the linkages between the structural context and the new core capabilities required for breakout. Thus we first expand on what is known about strategy vectors and review research from the strategy process tradition that explores the linkages between strategy, culture and strategic change, to build a more comprehensive picture of the structural context. Our model demonstrates the extent of interconnectedness between the ‘hard’ (e.g., control systems and organisation structure) and ‘soft’ (e.g. beliefs, symbols and stories) components, and that development of new required capabilities is dependent on a holistic shift in all these aspects of the structural context, including, therefore, change in the organisation's culture. We then illustrate the link between lock-in, capability development and culture change through the case of the famous Formula One team, Ferrari. We finish with a discussion of the implications of our findings for strategic change.

Dyadic multi-dimensionality informs the variation that exists within and between network ties and suggests that ties are not all the same and not all equally strategic. This chapter presents a model of dyadic evolution grounded in dyadic multi-dimensionality and framed within actor-level, dyadic-level, endogenous, and exogenous contexts. These contexts generate both strategic catalysts that motivate network action and bounded agency that may constrain such network action. Assuming the need to navigate within bounded agency, the model highlights three strategic processes that demonstrate how dyadic multi-dimensionality underlies the evolution of strategic network ties.

This chapter suggests that moving beyond positivism entails a recognition that the social world is made up of complex phenomena that are heterogeneous, and events are caused by contingent conjunctures of causal mechanisms. To theorize the social world as heterogeneous is to recognize that social causes, categories, and groups combine different kinds of phenomena and processes at various levels and scales across time. To speak of conjunctural causation implies not only that events are caused by concatenations of multiple, intersecting forces but also that these combinations are historically unique and nonrepeatable. Both the historical materialist conception of the “conjuncture” and the poststructuralist theory of “assemblages” take heterogeneity and multicausality seriously. I compare and contrast these formulations across three dimensions: the structure of the apparatus, causation, and temporality. I argue that these theories offer useful tools to social scientists seeking to engage in complex, multicausal explanations. I end the article with an example of how to use these concepts in analyzing a complex historical case.

Polish agriculture is one of the main sectors of the national economy that, under the influence of political transformations and European integration, is subject to measures stimulating its development. The instruments of the Common Agricultural Policy (CAP) have been an important supporting stimulus.

This chapter aims to evaluate the significance of the common agricultural policy to the growth and development of agriculture and to structural transformations therein triggered primarily by the influx of additional CAP funds.

The agricultural sector was examined together with its selected characteristics in the context of CAP instruments' impact after 2004. Data included the streams of funding for Polish agriculture and indicators illustrating changes in structural features, economic performance and productivity of production factors. The indicators included changes in the number, structure and potential of farmsteads, changes in the level of employment in agriculture, this sector's share in total gross value added, profitability of farmsteads, capital expenditure level and changes in labour and land profitability compared with changes in the level of employment and agricultural production intensity. They were calculated based on data from EUROSTAT, Statistics Poland and Farm Accountancy Data Network (FADN).

The outcomes confirm that common agricultural policy has contributed to create development processes in Polish agriculture. Changes in the sector affected structural characteristics, production factors productivity and the income of agricultural producers. Since Poland joined the European Union (EU), the percentage of agricultural workers declined by 8.4 p.p. and the number of farms decreased by nearly 30%. These changes were accompanied by a nearly twofold increase in agricultural labour productivity, 50% increase in land productivity and the profitability of land increased by 43%.

Purpose – This article addresses the internationalization processes focusing on changes of firms' internal structures, systems, and culture over time. These changes are analyzed in relation to the firms' developments in the last 10 years along a country and/or mode dimension, comparing firms with county or mode increase, two-dimensional expansions, stagnation/reduction, as well as comparing incremental one step versus multistep developments in a holistic way.

Methodology/approach – Conceptually, the changes in country dimension and establishment chain form a primary level, and structure, systems, and culture a secondary level of the framework. Managers of family-owned firms, able to evaluate the past, were asked about these dimensions in terms of their situation today and 10 years ago.

Findings – This study shows that internationalization causes changes in internal systems in particular, followed by changes in internal structural and slowest by changes in leadership and firm's culture. Even if stagnations or reductions take place, they are related to changes in internal structure, systems, and culture.

Research limitations/implications – Limitations are related to the retrospective design based on managerial perceptions, the use of less proven scales, as well as the analyses of family-owned firms. This exploratory study suggests more empirical insights on dynamic internationalization processes.

Practical implications – The study provides insights for managers into structural, systemic, and cultural changes when future internationalization steps are planned.

Originality/value of the paper – This paper shows holistic evidence of changes in 20 partial dimensions of internal structures, systems, and culture within the internationalization process over time empirically.

Anti-racism has been practiced in various ways, with varying degrees of effectiveness. This chapter engages with the body of scholarship that focuses on approaches aimed at promoting anti-racist actions, policies and social change. It discusses some of the main anti-racism strategies that have been deployed across different countries and examines anti-racism practices in interpersonal, intergroup and community settings. These approaches encompass civil rights campaigns, legislative and policy interventions, affirmative action, diversity and inclusion training, prejudice reduction, intergroup contact, organisational development and holistic anti-racism approaches. Some anti-racism practices and policies, such as awareness campaigns, social marketing and diversity training, also extend to digital platforms, with social media and multimedia networks deployed to broaden the reach and impact of anti-racist endeavours. This chapter specifically engages with local anti-racism movements and draws principles for broader implementation of anti-racism policy and practice. It concludes with a brief discussion of the effectiveness of contemporary anti-racism approaches.