Organisational culture and enterprise risk management: The Australian not‐for‐profit context

With the increasing emphasis on risk management in not‐for‐profit organisations, this study is timely in its examination of risk management practices in the Australian not‐for‐profit sector. Specifically, the study investigates the relation between not‐for‐profits’ organisational culture and the maturity of enterprise risk management (ERM) practices. The results show that the organisational culture factors of Outcome Orientation (valuing achievements and results) and Innovation (valuing receptivity and adaptability to change) are associated with the maturity of not‐for‐profits’ ERM. This finding demonstrates the important role that organisational culture plays in shaping ERM practices in not‐for‐profit organisations and the crucial role that leaders play in creating and nurturing such a culture within their organisations. The results also have implications for regulatory policy‐making in, and for, the not‐for‐profit sector.     

Exploring Seasonal Poverty Traps: The ‘Six-Week Window’ in Southern Malawi

Conventional wisdom in Malawi holds that seasonal food deficits force smallholders to hire out their labour to buy food during the critical first six weeks after planting, thereby reducing maize yields on their own fields and reinforcing poverty. This model was tested empirically for the Blantyre Shire Highlands using evidence from a panel survey and household case studies. Results showed no significant relationship between the supply of hired labour (ganyu) and the timeliness of weeding for maize, and that timely weeding was not a significant determinant of household maize deficits. This puzzle is explained by the diversification of the rural economy that has allowed households to develop alternative livelihood strategies to cope with maize deficits. Livelihood diversity helped poor households avoid the seasonal poverty trap and also helps explain the paradox of why the poorest region in Malawi escaped the 2001–2002 famine.     

A new turn to authoritarian Rule in Russia?

Many observers have pointed to the increasingly authoritarian nature of President Putin's regime in Russia. This apparent turn away from democracy has generally been attributed either to Russian political culture or to the security background of Putin himself and many of those he has brought to office. However, analysis of the democratization literature suggests that the sources of Russia's authoritarianism may lie in the nature of the initial transition from Soviet rule, and in particular the way in which elites were able to act with significant independence from civil society forces because of the weakness of such forces. This weakness enabled successive elites led by Mikhail Gorbachev, Boris Yeltsin and Vladimir Putin to construct a political system in which popularly based involvement and participation were severely restricted. In this sense, Putin is merely building on what went before, not changing the regime's basic trajectory.     

The Impact of Institutional Forces Upon Knowledge Sharing in the UK NHS: The Triumph of Professional Power and the Inconsistency of Policy

Academics, policy‐makers and practitioners are increasingly interested in the contribution that effective management of knowledge across organizational and professional boundaries can make to improved public services. Examining knowledge sharing within the context of the UK NHS, we ground our investigation in neo‐institutional organizational sociology. We highlight the influence of regulatory, normative and cultural‐cognitive aspects of institutions operating in the health care field on the boundaries that impede knowledge sharing. We illustrate how institutional isomorphic processes facilitate convergence within groups of organizations and occupations subject to the same institutional pressures, but, by the same token, inhibit convergence across different organizational and occupational groupings. In short, the development of a learning organization, where knowledge is shared freely across boundaries, will be difficult to realize.