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To confront the climate crisis requires fundamental system change in order to break the convention of relentless economic exploitation of nature. In this Special Issue we extend understanding of the opportunities for an organizing perspective on sustainability in order that organization studies might contribute more effectively to the challenges of organizing sustainably. This organizing perspective is particularly sensitive to (1) a variety of forms and practices of sustainable organizing in different societal spheres and on different levels, (2) the social institutions, logics and value systems in which these forms and practices are embedded, (3) the power and politics of promoting (or blocking) sustainable organization, and (4) the ways in which work, voice, participation, and inclusion are organized and contribute to developing societal capabilities. These features formed the basis of our original call for papers and we review selected literature on sustainability, including the contribution of organization studies and the articles in this Special Issue, through this organizing perspective. In so doing we identify four key themes of a future research agenda that builds from the foundations of existing research and addresses key current limitations in both theory and practice: sustainability requires social justice; connecting local and global scale shifts; democratizing governance; and acting collectively. We conclude with some implications for our own scholarship in organization studies if we are to meet the twin challenges of the need for new theorizing in combination with devising practically relevant support for change. [ABSTRACT FROM AUTHOR]

We draw on first-hand experience and empirical evidence to address current concerns that the mission approach carries too much emphasis on technological innovation and top-down state-led action. We identify the concept of smaller scale 'micro-missions' that address place-based challenges. In so doing, we show a role for universities that extends beyond the entrepreneurial triple helix and demonstrate how a mission approach can be effective beyond an emphasis exclusively on science and technology and economic outcomes. We highlight universities as safe, convening spaces and their role in bringing together local actors in designing and delivering a micro-missions approach. [ABSTRACT FROM AUTHOR]

In this chapter, we underscore the enduring importance of research on work, workers, labour markets, and the places and spaces of work. We then examine the particular and valuable contributions that come from ethnographic research in providing detailed studies of work, particularly when these are situated and interpreted in their wider socio-political contexts. We discuss the key dimensions of ethnography before overviewing the contributions to the volume. The volume presents cutting-edge ethnographic research on contemporary worlds of work and the experiences of workers from a range of contexts including an alternative community, working online, the gig economy, and the hospitality industry. Alongside novel empirical chapters, the collection includes the reflections of ethnographers with regards to, for example, the experience as a young female management researcher working amongst journalists in a media firm, personal feelings of precarity within and beyond the field, and how to navigate the challenges of researching inequalities ethnographically. [ABSTRACT FROM AUTHOR]

This article investigates how meso-level actors (MeLAs) contribute to HR practice transfer in diffusion and adaptation processes, drawing on the System-Society-Dominance-Corporate Effects (SSDC) framework to interpret the role of MeLAs in the transfer of the Japanese management model to the Indonesian automotive industry. We focus on two issues: i) the way Japanese MeLAs' training regimes in Japan affect the diffusion of the model and ii) the coordinated Japanese and Indonesian MeLAs strategy in seeking procedural influence through knowledge-sharing and in facilitating transfer activities over how the Japanese model is adapted in Indonesia. Our research adds to our limited understanding of the significance of MeLAs in processes of diffusion-adaptation in emerging market economies characterized by weak regulatory regimes and asymmetric socioeconomic power relations. Drawing on interviews with 75 key informants across Japan and Indonesia, we explore the significance of MeLAs from corporate and labor spheres alongside those of non-corporate MeLAs. Theoretically, this study extends the SSDC framework by highlighting MeLAs' influence in both diffusing conceptions of dominant management 'best practice' (dominance effects) and their role – and that of dominance effects – in shaping societal effects that inform how the model is adapted. We theorize the complex processes through which the effects identified in the SSDC framework are experienced by local actors, showing that they are neither monolithic nor mechanical in nature and thereby elaborating the inter-relationship in how dominance effects inform societal effects. [ABSTRACT FROM AUTHOR]

We apply Weber's distinction between instrumental (outcome focused) and substantive (values driven) rationality to offer both a conceptually underpinned explanation for the mounting criticism of business schools and to provide the basis for a new business school model. We begin by extending Brewer's (2013) treatise on the public good of social science to articulate a substantively rational public value business school. We then report how processes of waysetting, wayfinding, and strategic obliquity informed the iterative development of this approach at Cardiff Business School in the United Kingdom. Our case study illustrates the significant challenges and tensions that arise from trying to introduce a substantively rational approach and change process within an institutional context of instrumental rationality. Our analysis underscores the importance of combining both purposive action (away from the current) and substantively rational purposeful action (a direction of travel informed by particular values). It also highlights the potential for some business schools to combine substantive rationality with strategic obliquity in attempts to enhance public good through systemic, institutional change. [ABSTRACT FROM AUTHOR]

While resistance to human resource management (HRM) practice transfers from multinationals has been widely researched in economically advanced countries, emerging economies are generally assumed to be institutionally more welcoming. This article contributes to debates on international HRM diffusion both by highlighting hitherto neglected arenas of host-country resistance and identifying the multiple levels at which this plays out. Specifically, this article examines the transfer of Japanese multinational corporations' HRM practices into Indonesia. The study reveals that alongside apparently consensual micro-level (organization) relations between home- and host-country management, important political power games are occurring at the meso-level (subnational). These games involve competing notions of 'best practice' with host-country actors more powerful than deterministic models of diffusion would predict. The study shows how local actors seek to defend elements of the established Indonesian business system, while Japanese actors bypass host-country regulations by mobilizing corporate business associations. The findings extend current understanding of cross-border management practice transfer, highlighting contestation and negotiation at the meso-level. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to evidence the emergence of new forms of work organisation which if observed could be seen as consistent with the concept of the "learning factory". This is attempted through reporting the views of those workers engaged in team based operations and reflects upon the emerging role of first-line and team-based supervisors. The implications of such developments are then considered from the perspective of the current HR plant managers. Design/methodology/approach: This paper reports on a study of 18 US and UK automotive component suppliers. The information gathered included questionnaire data detailing management practices and giving plant level performance measures. The paper draws primarily on data gathered from interviews conducted with workers, team leaders and managers, including HR managers. Findings: While the majority of plants may be some way from a "learning factory" model there is evidence of changing practices, structures and expectations in each that are in varying ways broadly consistent with elements of this approach. As a consequence of the prioritisation for increases in devolution of responsibility to other employees, the traditional role of the HR manager was seen to be evolving which to a number of managers was creating difficulties. Originality/value: This paper contributes to the growing evidence of the devolvement of traditional "managerial" responsibilities to lower levels within increasingly "lean" manufacturing organisations. It also comments on the evolving role of HR managers in contemporary manufacturing. (Contains 1 note.)

A study of human resource practices in 18 automobile factories in the United States and Britain showed that manufacturing innovations are placing greater demands on line managers and workers. Training is being refocused to develop their interpersonal, team, and leadership skills. However, lack of time and suitable training facilities are barriers. (Contains 29 references.) (SK)

How have organisations sought to manage tensions between the needs for flexible labour in neoliberal market economies and the benefits of a committed and motivated workforce? Through an in-depth, qualitative study of a Chinese company, we identify and theorise a novel variation of paternalism that was developed by the organisation to manage the tensions under neoliberal capitalism. We label this management regime 'centrifugal paternalism' since it organises employment relations along the lines of 'adult-like' employers and 'child-like' employees but involves the diminution of employee dependency over time with an ultimate impulse away from the employing organisation. We find that the emergence of centrifugal paternalism is closely related both to the socio-demographic identity of the company's employees as China's second-generation migrant workers and to the economic context of the organisation. Through a 'tough love' approach, this regime allows the firm to secure flexible labour while responding to migrant workers' needs for personal skills development and a fruitful rural-to-urban transition. Our research responds to recent calls for reconnecting organisation studies with society and situating workplace practices within their contexts. It also underlines the enduring importance of paternalism for understanding the dynamic and evolving nature of capitalist employment relations and management regimes. [ABSTRACT FROM AUTHOR]

• We examine tensions and contestation amongst actors in the delivery of place-based micro-missions. • The rationale, goals, implementation and evaluation of micro-missions are shown to be characterised by contestation which challenges the achievement of mission outputs and outcomes. • We outline how place-based actors may be able to negotiate these tensions within the context of a micro-mission to produce creative responses in learning and action. • Three mechanisms are identified to produce creative responses to tensions, including proactive governance, distributed leadership and place-based experimentation. Micro-missions represent small-scale, place-based strategies for societal innovation, distinct from grand missions that target national-level transformations. They offer potential for collaborative engagement among local stakeholders in the public sector, businesses, and civil society that aims to address local needs and promote wider innovation, particularly for social and ecological progress. Despite the potential for place-based micro-missions to provide a more focused approach to tackling societal challenges, the practicalities of delivering such a strategy remain uncertain. Through an exploration of a Welsh (UK) public food micro-mission, we identify the evolving tensions and conflicts and their impact on such micro-missions and their outcomes. Our findings underscore the potential significance of tensions throughout the micro-mission process. They highlight the crucial role of regional actors in generating creative responses to tensions through proactive governance, distributed leadership, and place-based experimentation. [ABSTRACT FROM AUTHOR]

To purchase or authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-8616.2008.00523.x Byline: John Bessant (1), Julian Birkinshaw (2), Rick Delbridge (3), Rachel Griffith (4), Jonathan Haskel (5), Andy Neely (6) Abstract: Traditionally, the UK has been regarded as good at innovation - with many inventions and scientific breakthroughs. So, can this nation rest easy? No. Based on extensive research by the Advanced Institute of Management Research (AIM), it would appear that the agenda for keeping Britain competitive is a demanding one. Six AIM authors report on what the UK needs to know. And do. Author Affiliation: (1)Professor of Innovation and Technology Management at Tanaka Business School, Imperial College, London, where he is Research Director. (2)Professor of Strategic and International Management at London Business School. (3)Professor of Organizational Analysis at Cardiff Business School and a Fellow of the Sunningdale Institute. (4)Deputy Director of the Institute for Fiscal Studies (IFS) and a Professor in the Economics Department, University College, London. (5)Professor of Economics at the Department of Economics, Queen Mary University of London. (6)Deputy Director of AIM. He is also Chairman of the Centre for Business Performance at Cranfield School of Management.

The evidence on new developments in work organizations indicates that the result is frequently one of conflicted collaboration, where the presence of simultaneous interdependence and disconnection lead to coercive and collaborative experience for workers. The analysis and interpretation of these outcomes call for involvement with both social structures of capitalist development and the active role of agency. Understanding hegemony using a critical realist approach provides significant potential in this attempt.

Innovations that change the entire technological scenario with new products are not a routine periodic certainty. Comparative analysis of these discontinuous innovations with other innovations like the Lemon Coke of Coca Cola is furnished and the cost aspects are discussed. A list of methods on building a capacity for discontinuous innovations, which are high risk and high return innovations, is discussed.

The aim of this study is to understand the nature of managerial work in Japan during an era of widespread corporate reform and changing human resource management (HRM) practices. To achieve this, a qualitative multi-method investigation was designed in which data were collected from company documents, ethnographic observations, and principally in-depth interviews with senior, middle and junior managers. These managers worked for five large Japanese corporations whose operations were based respectively in a range of industrial and commercial sectors. Silhouetted against widespread corporate restructuring and assessing managers' personal rationalizations of key HRM concerns – vis-a-vis job security levels, payment systems, promotion/career systems, trades union activities and work-time expectations – the study found significant age, experience and gender-related differences in the experience of managerial work and working environments. Finally, in conceptual terms, the project adopts an approach in which Weickian sensemaking and business systems theory are deployed to frame evidence that reflects macro (institutional), meso (organizational) and micro (individual) levels of analysis. [ABSTRACT FROM AUTHOR]