Ethnic versus organizational cultures: The bureaucratic alternative

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.     

From IPOA Sharks to Sharks MoU Under the Convention on Migratory Species: Progress or Clutter in International Environmental Law?

Abstract

The 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.