Organization and Strategy

""ABSTRACT: This study provides an empirically based analysis of corrupt governmental networks. We conducted 45 interviews in Hungary with different organizational actors who were actually participating in corrupt transactions or at least had first-hand
experiences of corruption. Given the secret nature of the topic, this article provides a unique insight into the phenomenon. Our findings show that corrupt elite cliques consciously design and coordinate multilevel structures of corrupt networks within and among organizations that involve a large amount of people. We identified the major network elements and their functions in corrupt transactions. The article also provides a typology of corrupt networks. The networks have different structural characteristics based on location of the ‘‘cash cows,’’ points from where the system is fed, and the actors’ positions of power. Our findings are compared with the already existing literature on dark networks, terrorist, and organized crime formations.""

This article concerns the extent to which corrupt behavior is dependent on the organizational power structure and the resources available for illegal exchange. This qualitative study is based on 42 in-depth interviews with organizational actors in different organizations in Hungary. Four core themes emerged from the analysis of the interviews: (a) isolated corruption at the bottom, (b) the middle level’s own corruption, (c) “technicization” when middle-level professionals and expert groups are used to legalize the corruption of the dominant coalition, and (d) “turning-off controls” when organizational elites intentionally deactivate internal and external controls to avoid detection.

This qualitative study examines the role of clients in petty corruption by analyzing actual corrupt exchanges between ordinary citizens and low level public and private employees in post-communist Hungary. Using a grounded theory approach, interviews reveal how clients from different social strata deal with low-level agents in corrupt situations. Findings suggest two contrasting forms of low-level corruption: transactions where the client and the agent do not have a prior relationship and where external factors dominate the relationship; and cases with stronger social ties between the actors, where the client has more freedom to structure the transaction. However, a client's social background frequently determines the form of corrupt transaction and the form of resources illegally exchanged in the deal.

""-GİRİŞ-
En temel tanımıyla strateji, birliklerin yönetilmesi ya da komuta sanatı olarak ifade edilebilir. Bu sanat, uzun vadeli bir planlama aracılığıyla karmaşık ve kapsamlı amaçlara ulaşılmasını mümkün kılmayı hedefler. Strateji; insanların ilk ordu ve devletler kurduğu dönemlere kadar dayanan köklü bir alan alandır, insanlığın ilk çağlarından itibaren insanlar stratejiler geliştirmiş ve diğerlerinin stratejilerini incelemiştir. Verilen isim strateji olmasa bile yapılan kapsamlı ve uzun vadeli planlar yapıları itibariyle stratejilere işaret etmektedir. Çin uygarlığının erken dönemlerinde Sun-Tzu’nun “Savaş Sanatı”nda (Sun Tzu, 2009) ifade ettikleri 19. Yüzyılda Carl von Clausewitz’in “Savaş Üzerine” adlı temel strateji eserinde de görülmektedir (Clausewitz, 2008). Terminolojik farklılıklar, stratejik yapıdaki evrensel gerçekliğin benzerliğini engellememektedir. Bunun yanı sıra kendileri strateji üzerine eserler yazmamış olsalar bile pek çok tarihsel kişiliğin ve iş dünyası liderlerinin gerçekleştirdikleri incelendiğinde bu kişilerin, ülke ya da işletmelerinin stratejileri ve uygulama yöntemleri hakkında çıkarımlarda bulunmak mümkündür. Diğer yandan, iş dünyasının son dönemlerde gösterdiği teknoloji ve ekonomik gelişim, işletme alanının ihtiyaç duyduğu stratejilerin gittikçe daha karmaşıklaşması sonucunu doğurmuştur. Bu durumda alışılagelmiş doğrusal yaklaşımlar yeterli olmamaktadır. Bu bölümde işletmelere günümüzde içinde bulundukları karmaşık ortam ve durumlarla başa çıkabilmek için yardımcı olabilecek dolaylı strateji yaklaşımı açıklanmaktadır. Bunu gerçekleştirebilmek için kavramın epistemolojik temelleri değerlendirilip tarihi gelişimi ifade edilmekte ve işletmeler açısından önemi ifade edilmektedir.""

""This book offers annotated translations of documents touching on Dutch admiral Cornelis Matelieff de Jonge and his voyage to Asia between 1605 and 1608. These translations are aimed at a contemporary English-speaking Asian readership interested in the early modern history of European trade, warfare and expansion in Southeast Asia with a focus on Malaysia, Singapore, and Indonesia. Researchers specialising in early European colonialism, international law, international relations, security studies, and diplomatic history will also find that the documents translated in this volume offer new and unfamiliar perspectives. Materlieff’s business acumen, military and diplomataic prowess as well as his vision of empire all have implications for examining not only European expansion into Southeast Asia, but also into other regions at large, including especially south Asia, Africa and the Americas.
Admiral Matelieff was a director of the Rotterdam Chamber of the Dutch East India Company (VOC) formed in 1602. He was appointed fleet commander on one of the company’s first voyages to Asia. Matelieff’s mission was both commercial and military: he launched a major sea-borne attack on the Portuguese colony of Melaka, arranged for the signing of treaties with the rulers of Johor, Aceh and Ternate, and founded the first Dutch fort on the island of Ternate. His endeavours, however, to open the Chinese market for the Dutch company proved unsuccessful.
Following his return to the Dutch Republic in September 1608, Matelieff penned a series of memorials and letters. In these he advanced recommendations for changing the way the company organized its fleets and conducted business. More importantly he offered  his Dutch contemporaries a vision of empire in Asia. The materials contained in this volume offer important observations of a perceptive analyst who was also determined to grasp the political and economic structures of Asia, and also of inter-state relations in across this vast region. At a time of Spanish, Portuguese, Dutch, Danish, French and English engagement in Southeast Asia, Matelieff sought to critically assess and strategize on the ways in which Europeans were increasingly engaging with Asian polities and their rulers.

This book will be released for sale in Australasia and Europe in June 2014 and available in the Americas after September 2014
"""""

"This paper is a study of Public Private Partnerships as a product of intelligent design and strategy elements. It constructs an integrative theoretical framework for infrastructure PPPs based on a comprehensive literature review. The Public Private Partnership is a public policy entity, sired by economics and nurtured by specific instruments of finance. Therefore any attempt to identify the organizational design elements necessitates an integrative cross-disciplinary perspective. 
The paper begins with an apparently simple question in Part I: What is a Public Private Partnership? But it moves beyond definitions to distinguish today’s PPPs from public-private interaction over history, and from outsourcing, contracting-out and privatization.  A view of PPPs as a language game links it to New Public Management on the one hand, and also establishes our approach to PPPs as an organizational entity with defining characteristics on the other. Part II strengthens the theoretical framework connecting PPPs to NPM and Economics. It traces the changing view of organizations in Public Policy literature, from hierarchies to networks. This is paralleled by changes in economic thinking regarding the provisioning of public goods. Strategic Alliances, Resource Complementarity and the theory of Hybrid Organizations from Transactional Economics offer further rationale for PPPs. Part III continues the theme, dealing with the Risks associated with the ‘marriage of convenience’ between the private and public sectors.  The possibility of Cheating and Opportunism are seen in the light of Transactional Cost Theory, Agency theory and Strategic Alliances. Part IV looks at organizational design elements which mitigate risk through cooperation and collaboration. We first look at Governance mechanisms, including PPP structure and financial instruments of risk management. Part V and VI are a discussion of organizational Trust and the strategies flowing from it. Here we see PPP as a partnership and process, and examine various strategies to bring about trust between public and private players. Part VII shifts from analysing the bilateral interactivity between the public and private partners, and places the PPP in the wider landscape of its engagement with the citizenry and community through a study of Accountability and Public Interest issues. Part VIII studies the potential advantages & disadvantages of PPPs and where their use is appropriate. Part IX looks at the Indian scenario, with policy recommendations to foster successful partnerships.
The paper provides a useful theoretic framework to study PPPs. A modest contribution is its integrative view, combining the thinking in economics, public policy, organizational studies and finance to study PPPs. Secondly, it focuses attention not on the firm, but the Partnership, viewing it not as an entity, like a company, but a process. In doing so, it takes PPPs from the hard core of Economics and Finance, to the fuzzy pragmatism of Organizational Studies and Trust. Public Policy practitioners must integrate organizational thinking into the design and management of PPPs if the incubator PPP experiment is to succeed. Academic literature and practitioner experience of PPPs in India is limited today. Through a cross-disciplinary approach, this paper attempts to identify research gaps for further exploration, which is the substance of my concluding section. "

""Since its very inception, social work has been considered an organizationally based profession, with the majority of its workforce employed within formal organizations. Whether in nonprofit, for-profit, or governmental agencies, the practical realities of human service organizations are a central element of professional social work. This book explores the climate and culture of these agencies and provides essential information for surviving and thriving in this setting. It prepares students for their future careers so that they will feel empowered in their work and be able to fulfill their responsibilities toward organizational, community, and social change. Using real-life examples, the authors examine the internal structures of management, financing, and supervision and discuss common conflicts between agencies and professionals. The book’s straightforward tone and practical advice make it an asset to anyone entering human service organizations.

This new edition contains updated examples, case studies, and references. It also contains valuable information on the effects of the recent financial crisis on human service organizations. Agencies now face increased caseloads and more complex social problems with fewer resources and less money. Understanding how these events have changed the nature of human service organizations will allow students to be better prepared for the work ahead of them.

Features

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Expanded content on the practical aspects of organizational theory and suggestions for developing leadership skills
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Updated examples, case studies, and references throughout the book
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Key points and discussion questions following each chapter
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Updated instructor’s manual available online as a PDF or Word document""