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1. Leading with Resilience: COVID-19 Learnings

Author:
A. Sarah Ilchman and Mirka Martel
Publication Date:
04-2023
Content Type:
Special Report
Institution:
Institute of International Education (IIE)
Abstract:
Leading With Resilience: COVID-19 Learnings from the Institute of International Education is based on interviews with IIE team members about their experiences navigating the COVID-19 pandemic. This unique publication highlights lessons learned and best practices from three years of managing IIE programs through the COVID-19 pandemic, and brings a personal lens to IIE’s work and leadership in the international education field. The paper focuses on three primary areas: Initial Responses to the COVID-19 Pandemic, Program Learnings, and Organizational Perspectives. It highlights successes and opportunities for improvement across the Institute over the last three years, and brings to the forefront the creativity and flexibility of IIE’s teams in their approach to keeping programs running and participants safe as they navigated the constantly-changing landscape of the COVID-19 pandemic.
Topic:
Education, Leadership, Crisis Management, COVID-19, Management, and Work
Political Geography:
Global Focus

2. İstismarcı Yönetimin Çalışan Özgeciliğine Etkisi: Psikolojik Sözleşme İhlalinin Düzenleyici Etkisi

Author:
Arzu Uğurlu Kara and Kemal Köksal
Publication Date:
07-2023
Content Type:
Journal Article
Journal:
AURUM Journal of Social Sciences
Institution:
Altinbas University
Abstract:
Özgeci davranışlar, prososyal bir davranış olarak çıkar gözetmeden diğerlerinin yararına gösterilmektedir. Özgeci davranışların sosyal yaşama olduğu kadar örgütsel yaşama da katkıları bulunmaktadır. Özgeciliği örgütsel ortamlarda hangi unsurların etkilediğinin belirlenmesi örgütsel etkinlik için önemlidir. Bu etkinliğin sağlanmasındaki bir diğer husus da örgüt içerisindeki istismarcı yönetim algılarıdır. Çalışanlar aktif yaşamlarının büyük bir kısmının geçtiği işyerinde yöneticinin kaba ve istenmeyen söz ve davranışlarıyla karşılaşabilmektedir. Bu çalışanların stresini artırmakta, olumsuz iş tutum ve davranışlarına yol açabilmektedir. İstismarcı yönetimin adaletsizlik, aykırı iş davranışı, iş tatminsizliği, iş-aile çatışması ile pozitif ilişkisi söz konusuyken, iş performansı, örgütsel bağlılık ve örgütsel destek algılarıyla negatif ilişkisi mevcuttur. Psikolojik sözleşme veya psikolojik sözleşme ihlali yönetim ile çalışanlar arasındaki ilişkilerin dengesini değiştirebilmektedir. Bu araştırmada; istismarcı yönetim algısı ile özgeci davranış arasındaki ilişki ve bu ilişkide psikolojik sözleşme ihlali algısının düzenleyici rolü incelenmiştir. Araştırma verileri imalat sektöründe faaliyet gösteren beş farklı firmada çalışan 294 kişiden kolayda örnekleme yöntemiyle toplanmıştır. Hipotez testi için korelasyon ve regresyon analizi yapılmıştır. Sonuçlara göre istismarcı yönetimin özgeciliği negatif ve anlamlı bir şekilde etkilediği görülmektedir. İstismarcı yönetim algısı çalışan özgeciliği üzerindeki negatif değişimin %24’ünü açıklamaktadır. Ayrıca psikolojik sözleşme ihlali algısı istismarcı yönetim ile özgecilik arasındaki negatif ilişkiyi artırmaktadır. Bulgular istismarcı yönetim algısının azalan özgeci davranışlar ile ilişkili olduğu yönündedir ve çalışanların psikolojik sözleşme ihlal algılarının yüksek olması istismarcı yönetimin özgecilik üzerindeki negatif etkisini artırmaktadır.
Topic:
Labor Issues, Employment, Management, and Supervision
Political Geography:
Global Focus

3. Responsible Management and Use of Data in UN Peace Operations

Author:
Kseniya Oksamytna
Publication Date:
10-2023
Content Type:
Policy Brief
Institution:
International Peace Institute (IPI)
Abstract:
In recent years, the UN has embarked on an ambitious project to use data more extensively and effectively to improve the safety of peacekeepers and the implementation of peace operations’ mandates. The increasing availability of various types of data in UN peace operations and the development of new tools for its acquisition and analysis present novel opportunities, enhancing peace operations’ ability to predict and respond to violence; understand the population’s sentiments towards peacekeepers; and provide better analysis to senior mission leadership, UN headquarters, and the UN Security Council. However, UN peace operations’ greater use of data also increases their vulnerability to irresponsible handling of data, information leaks, and cyberattacks and raises ethical challenges over data ownership, host-state sovereignty, the potential to cause social harm, and algorithmic biases. This issue brief provides an overview of how UN peace operations acquire data and use it in their decision making. It also discusses UN policy frameworks on responsible data management and analyzes the challenges peace operations face in acquiring, using, and disseminating data. It concludes with recommendations for member states, UN headquarters, and peace operations personnel to manage and use data more responsibly and effectively: Improve the data-management skills of UN personnel; Strengthen the policy framework for the effective and responsible use of data; Provide adequate and predictable funding for data acquisition, analysis, and use; Enhance internal and external communication about the ways in which UN peace operations gather and use data; and Encourage the proactive use of data in strategic decision making.
Topic:
Science and Technology, United Nations, Peacekeeping, Data, and Management
Political Geography:
Global Focus

4. Negotiations in international procurement management: the case of Bank BIC internationalization project within the CPSC space

Author:
José Abel Moma
Publication Date:
07-2022
Content Type:
Journal Article
Journal:
Conjuntura Austral: Journal of the Global South
Institution:
Conjuntura Austral: Journal of the Global South
Abstract:
This research paper identifies the instrumental role of the integrative perspective in international procurement negotiations and evaluates how, in the specific case of BPN’s purchase by BIC, the long-term relationship approach provided the maximization of opportunities in international relations. The research applied a qualitative method that explored the case of BIC internationalization project within the CPSC (Community of Portuguese Speaking Countries) space and resorted to techniques of documentary observation, collected through interviews, official statements and communications. The study demonstrates that BIC strategy gave rise to subsequent negotiations with the same international partner, under conditions of a more cooperative perspective. Findings validate the relevance of an integrative perspective, but suggest that it is instrumental to competitive purposes and demonstrates that the entry into action of business economic actors is not unrelated to a strong involvement of States, through their governments
Topic:
International Relations, Negotiation, Banks, Management, Procurement, and Internationalization
Political Geography:
Brazil, South America, and Global Focus

5. What Have We Learned About Learning? Unpacking the Relationship Between Knowledge and Organisational Change in Development Agencies

Author:
Pablo Yanguas
Publication Date:
01-2021
Content Type:
Working Paper
Institution:
German Institute of Development and Sustainability (IDOS)
Abstract:
Development practitioners learn, their organisations not so much. In this paper, Pablo Yanguas finds little evidence for the “learning hypothesis” that knowledge makes development agencies more effective. As we near 2030, the role of M&E, research, and adaptive approaches may need to be reassessed.
Topic:
Development and Management
Political Geography:
Global Focus

6. Data Science Teams: Evolution of the Full-Contact Sport

Author:
Colleen McCue and Brandon Daigle
Publication Date:
12-2021
Content Type:
Journal Article
Journal:
Fletcher Security Review
Institution:
The Fletcher School, Tufts University
Abstract:
No one today questions whether data science can confer competitive advantage to organizations effectively adopting these capabilities. Considerable attention has been paid to technology, talent, and training as organizations attempt to build data science programs in an effort to convert aspiration to practice; moving from simply counting and reporting what happened to datainformed prediction and prescription. As understanding of the various and specific data science roles has evolved, talent development, management, and leadership are emerging as new frontiers. Organizations now work to create data science capacity where effective and responsible use of advanced analytics makes the whole truly more than a sum of the parts. Organizations increasingly recognize data science as a “must have” capability and are scrambling to recruit and hire data science talent. Data literacy programs are also proliferating given growing empirical research demonstrating the importance of upskilling across the organization in order to optimize data science talent and efforts. At the same time, the community is moving away from the data science “unicorn” concept in favor of a data science ecosystem. This is built through aggregation and assembly of complementary data science skill sets in support of meaningful, scalable, and sustainable breadth and depth of capacity. The challenge many organizations now face is how to organize and manage this disparate yet complementary talent? While the data science Venn Diagram has become ubiquitous, recent analysis suggests we are actually looking at something with far greater complexity and depth– more akin to a data science “tapestry” where unique data science capabilities and roles are intricately interwoven across the enterprise.297 Although aesthetically appealing, the tapestry construct is inherently static. Experience increasingly suggests that fixed data science resource allocation constructs are inflexible and even brittle; breaking in response to rapid evolution or change. Moreover, fixed or otherwise inflexible organizational constructs may have limited capacity to adjust on the fly to address unanticipated challenges and opportunity alike. What is needed, therefore, is data science capacity that is relatively fluid, agile and dynamic. It should be able to rapidly pivot in response to changing conditions, including unforeseen shortcomings or failures, while also setting the conditions to fully capitalize on unexpected windfalls in support of true competitive advantage. With this evolving understanding of high-performing data teams, we propose that analytically competitive organizations actually operationalize data science as something closer to a full-contact team sport where no one rides the bench.
Topic:
Science and Technology, Leadership, Data, and Management
Political Geography:
Global Focus

7. New Contours of Management: Artificial Intelligence, Interconnected World and Industry 4.0

Author:
Jagdish N. Sheth
Publication Date:
11-2020
Content Type:
Working Paper
Institution:
India International Centre (IIC)
Abstract:
One of the key drivers of change is technology, which is the focus of today’s talk. If the companies are not able to transition from analogue to digital technology, you see disruptions, such as Amazon in retailing. Or, you see disruptions from rising companies like Uber that are transforming the ride-sharing industry completely from outside in. So, in my presentation, I will articulate how technology has consequences on society, and definitely consequences on management.
Topic:
Science and Technology, Artificial Intelligence, Industry, Management, and Fourth Industrial Revolution
Political Geography:
India and Global Focus

8. Learning from What We Know: How to improve evaluation synthesis for humanitarian organisations

Author:
Neil Dillon
Publication Date:
01-2020
Content Type:
Working Paper
Institution:
ALNAP: Active Learning Network for Accountability and Performance
Abstract:
Although the volume of evaluations published by humanitarian actors has increased tenfold between 2007 and 2017 in this resource library, the evaluation system still struggles to provide evidence about collective performance of the humanitarian sector. Evaluation synthesis provides one option for building information about response-wide performance. They aggregate findings from a defined range of evaluations using a specific analytical framework and typically seek to provide digestible lessons for senior management by drawing on findings from multiple projects and interventions. In short, they help us to learn from what we know. This paper provides guidance on when to do an evaluation synthesis and how to do it well.
Topic:
International Organization, Management, Performance Evaluation, and Humanitarian Response
Political Geography:
Global Focus

9. Action Learning and Tacit Knowledge: A mapping of approaches for humanitarian action

Author:
Christine Abbott, Cheryl Brook, Grace Evans, Alice Obrecht, and Amelie Sundberg
Publication Date:
01-2020
Content Type:
Special Report
Institution:
ALNAP: Active Learning Network for Accountability and Performance
Abstract:
Learning is critical to good humanitarian action – particularly for those who are directly involved in delivering a humanitarian response. Yet many efforts to strengthen learning in the humanitarian sector fail to support the specific learning needs of frontline staff. This mapping paper identifies a range of approaches that support practitioners to engage in ‘on the job’ reflection and learning. It also informed the development of an ALNAP resource pack to support learning processes at field level in humanitarian responses. This paper outlines potential approaches that can be applied to support national and international humanitarian field staff to strengthen their learning processes without placing additional burdens on their time. It also includes a review of approaches to sharing the less explicit and more experience-based knowledge that field staff often develop through their work.
Topic:
Management, Performance Evaluation, Humanitarian Response, and Personnel
Political Geography:
Global Focus

10. Managing Better: What All of Us Can Do to Encourage Aid Success

Author:
Dan Hoing
Publication Date:
02-2020
Content Type:
Policy Brief
Institution:
Center for Global Development (CGD)
Abstract:
Management by way of top-down controls and targets sometimes gets in the way of aid donors’ aims, undermining project success. These unhelpful controls often stem from a need to account for performance; legislatures or executive boards induce agencies to exercise tight process controls and orient projects towards what is measurable and reportable. My 2018 book, Navigation by Judgment, presents quantitative empirics from a database of 14,000 projects and qualitative evidence from eight case studies in support of this claim. I wrote the book in part because I imagined it would be useful to show aid agencies and authorizers empirics that demonstrated the problem—that the first step to change was recognition. But after talking about my book at aid agencies and authorizers, I am confident that while my 2018 diagnosis was right, my theory of change was all wrong.
Topic:
Leadership, Business, Accountability, Transparency, and Management
Political Geography:
Global Focus