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Rochelle Klein 《国际公共行政管理杂志》2013,36(3):323-343
It has been suggested that the common values and beliefs of an organization's culture can be used to control employee behavior. However, the use of organizational culture to control behavior assumes that employees either already have, or can be inculcated with common values and beliefs. The flow of immigrants across national borders increases the diversity of organization workforces. This diversity may include employees who hold values and beliefs associated with their membership in different ethnic cultures. It may be difficult or impossible to infuse common values and beliefs in such a diverse workforce. A more bureaucratic form of organizational governance, in which rules and expectations are made explicit, may be more appropriate when an organizations′ employees are members of diverse ethnic cultures. 相似文献
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Laura Muir & Natalie Klein 《Journal of International Wildlife Law & Policy》2013,16(2-3):190-219
AbstractThe conservation and management of sharks is regulated under different international instruments of varying degrees of specificity and with different legal purposes. Two international instruments targeted at the conservation and management of sharks are the International Plan of Action for Sharks and the Sharks Memorandum of Understanding, which was adopted under the Convention on Migratory Species. This article examines and compares these two non-binding instruments, querying not only what was gained from the adoption of an additional non-binding instrument in the Sharks MoU just ten years after the IPOA Sharks but also how the accumulation of soft law instruments may operate within the framework of international environmental law. We show that such instruments do serve different purposes and can serve the ultimate goal of improving the conservation status of sharks, as well as thickening international environmental law to the benefit of species conservation. 相似文献
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Katya Johanson Anne Kershaw Hilary Glow 《Australian Journal of Public Administration》2014,73(2):218-234
The arts and cultural sector has historically relied on funding from state and federal levels of government. Increasingly, however, local government has become a source of distinctive cultural policy making and a provider of significant funding for arts and cultural activities. The paper notes the relative absence of analyses of the role of local government in policy literature. It argues that with the recent proliferation of dedicated local cultural policies and plans, the attention of scholars is warranted. Through an analysis of the cultural plans of five local councils around Australia, the paper argues that the distinctive feature of cultural policy at the local level is a function of local government's proximity to its constituents, flexibility in decision‐making and the discretionary nature of its expenditure. 相似文献