Prof. John M. Bryson, Hubert H. Humphrey Institute of Public Affairs, University of Minnesota
"In this book Archibugi criticises current planning theory literature and the current planning debate. His idea is that many authors use a notion of planning that is too ample and generic, with the consequence that their theory of planning is itself too ample and generic, and consequently of scant operative use for practitioners. Instead of a theory of planning (and in planning) we therefore have, today, some kind of theory on planning or about planning; a sort of meta-analysis or meta-debate that takes us nowhere. This is, in Archibugi’s view, the main reason of the limited advances we have had in this field and of the loss of identity we - as planners and planning theorists - frequently experience...
To find a remedy for this situation, Archibugi proposes returning to the idea of planning as a method of making rational decision; a method that is, to some extent, common to many areas. In this perspective... planning is essentially oriented toward optimisation. In the ex-ante voluntaristic perspective adopted, planning cannot be anything but an effort to achieve the best possible result, within given constraints, with regard to the objectives undertaken...
In this perspective, forms of participative, collaborative, co-operative planning are not a new mode or kind of planning, but, instead, they are procedures for a viable form of planning intended as a good decision process (not exactly new procedures, and yet still relevant in particular situations).
From this idea of planning we can derive some fundamental consequences for planning theory itself. ...Planning theory is not a philosophical, sociological or politological enterprise, but a methodological one. Planning theory can be seen as a theory dealing with the logical and operational frame of any planning procedure intended as a rational method of decision and choice. ...Planning theory is essentially interested in exploring and showing what is useful to correctly decide and act, and not simply how to know the world as it is.
Archibugi’s book is both stimulating and provocative, and also courageous in challenging many new orthodoxies in the planning field (note how criticising the rational approach has become a kind of universal sport)."
Stefano Moroni, Professor of planning, ‘Polytechnic University’ of Milan [from Planning Theory Vol. 4, 2005, Sage Pubblications]
Ilan Alon has made major contributions to the understanding of franchising, both through his own research and his compiling and study of the work of other leading researchers. Alon pioneered research into the internationalization of franchising with his published studies from Asia, Europe, Latin America and other parts of the world.
In Change Leadership for Developing Countries, Franca Ovadje offers readers a comprehensive and integrative model for the design, implementation and evaluation of organizational change. This unique book embodies an African perspective, discussing the specific needs and issues associated with leading change within the institutional, economic, social, and cultural contexts of developing economies. Based on extensive research, as well as the first-hand experiences of managers who have led change initiatives in Africa, this book envisions a change leadership model based on conscious decision-making, rather than taking a prescriptive approach. With examples and case studies drawn from African organizations, this book is a vital tool for students and managers who are based in, or interact with, emerging economies.
The World Bank predicts that in the near future India will become the world’s second largest economy. The recent high growth rates reported by businesses in the Indian economy needs to be sustainable, especially amidst its high cultural diversity. Whilst there is tremendous interest in understanding the intricacies of Indian culture and a growing literature focusing on topics such as India-specific management and internationalization strategies of Indian firms, the cultural aspects of Indian businesses have been largely ignored. This book aims to fill this gap. It covers various topics in organizational culture and management such as human resource management, cross-cultural communication and coaching, cultural similarity, cultural literacy, multiculturalism, generational cultural values, talent acquisition and knowledge management. It also features case studies from high growth sectors such as the IT and health industries.
Presenting contributions from local Indian and international researchers, this book provides a multidimensional perspective that will appeal to students, scholars and practitioners interested in organizational culture and management in India.
The major investments which constitute complex long-term projects represent an increasingly important source of economic activity, often with particularly significant consequences for economic growth and public policy. This informative volume expertly contributes to broader debates concerning new organizational forms, knowledge management and organizational learning and the management of innovation in project-based settings.