Brendan McSweeney, Donna Brown and Stravroula Iliopoulou
God, vis vitalis , genes, biology-based evolutionary determinism, economic substructure. Stanley Lieberson asks sceptically whether there are social forces ‘so powerful and overwhelming that no other conditions can deter their influence’ (1992: 7). The claim that such social generalizations exist is strongly contested. Talcott Parsons, for instance, stated that he was ‘resolutely opposed to single factor explanations of phenomena in the world of human action’ (1978: 1358) (see also Popper, 1957 ; MacIntyre, 1985 ; ; Byrne and Ragin, 2009 ). However, given the
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46. Zagorsky, J. L., (2019). Facebook Claims Libra Offers Economic Empowerment to Billions – an Economist is Skeptical. The Conversation. Internet access: < https://theconversation.com/facebook-claims-libra-offers-economic-empowerment-to-billions-an-economist-is-skeptical-118982 >, [accessed June 21, 2019].
presented. The article argues that the Act may have limited utility in ensuring justice for workers who feel they may have to blow the whistle concerning some employer wrongdoing. The data points to some degree of employer resistance and/or indifference to the principle of protecting employee whistle-blowers (e.g., ignoring workers’ claims), along with employer negative views associated with whistle-blowing (e.g., that claims are driven by workers’ self-serving interests).
The 2014 Act: a brief overview
The Act aims to improve the ease with which an organisational
). Organizational Loyalty Management of the Strategic Approach of Human Resources // Journal of Basic and Applied Scientific Research. Vol. 2, Issue 9.
11. Gould-Werth, A. (2016). Workplace Experiences and Unemployment Insurance Claims: How Personal Relationships and the Structure of Work Shape Access to Public Benefits // Social Service Review. Vol. 90, No. 2, p. 305-352.
12. Graham, P. (2001). Human Relations // IEBM Handbook of Human Resource Management. - London: Thomson Learning.
13. Hoatson, L., Egan, R. (2001). Rebuilding
jointly shared benefits ( Boxall, 2014 ; Cullinane et al., 2014 ). It is suggested that adherence to certain principles, processes and combinations of workplace practices can help to utilise this overlap of interests for the benefit of both ( Guest and Peccei, 2001 ). Critics of the mutual gains premise, however, claim that cooperative relationships are unendurable because they are incompatible with the nature of industrial relations in a market economy ( Kelly, 2004 ). Even where cooperative relationships do occur, these are often unsustainable in difficult economic
Robert J. Galavan, Denis Harrington and Felicity Kelliher
major emphasis for the business school should be a focus on theory as timeless tools rather than the ephemeral subject matter that describes business practices. In this light we, as management educators are there to train the minds that will generate and regenerate the practices of business, not to provide descriptions of normative practices. We (the majority of Business Schools) have, perhaps somewhat regrettably, not lived up to Seeley’s challenge. We have provided only limited theoretical perspectives that are of use to practice and it is claimed that our
) suggest that quality research in this area has been limited. Public institutions are often believed to be less innovative than private firms ( Fuglsang and Pedersen, 2011 ) and yet there is little research to support the claim. Some research studies have, in fact, found the opposite – that the pubic sector is more innovative than the private ( Earl, 2002 ; Koch et al., 2005 ).
Advocates of the quality and complexity of public sector innovation often cite the Normandy landings on D-Day, an event that celebrated its 60th anniversary in June 2014. The sea and air
, Kaptein and Schwartz (2008: 113) claimed that an ethic code specifies ‘a set of prescriptions developed by and for a company to guide present and future behaviour on multiple issues of at least its managers and employees toward one another, the company, external stakeholders and/or society in general,’ providing support for the notion that these documents should enhance CSR. In addition, ‘producing a code of ethics or updating one helps to generate positive reputational effects as it can project a more favourable corporate and social image’ ( Chua and Rahman, 2011
. Similarly, Churchill and Lewis (1983) suggest that companies experience six stages of development characterised by an index of size, diversity, and complexity and described these in terms of five management factors focussing on skills required at each developmental stage. Life cycle theories have come under intense scrutiny from contemporary researchers, who claim that these models are too prescriptive and simplistic and thus do not accurately depict the development trajectory of a firm ( Deakins and Freel, 1998 ; Levie and Hay, 1998 ; Levie and Lichtenstein, 2010
understood to be constituted in and through practices’ ( Orlikowski, 2010 : 27). To distinguish this mode from the previous two, Orlikowski delineates them as follows; practice as a phenomenon is an empirical claim that practices matter and thus should form the basis of investigation into organisational phenomena. Practice as a perspective is a theoretical claim that practices shape reality and need to be explained through practice theoretic accounts of organisational reality. Lastly, practice as a philosophy is a ‘meta-theoretical claim that practices are reality, and