Soft power,strategic narratives,and state identity: Re-assessing India-Afghanistan relations post-2011

In 2011, India and Afghanistan signed the Strategic Partnership Agreement that delimited cooperation in economic, social, political, and cultural areas. It depicted the rise of Indian soft power influence. However, the extent to which India garners strategic influence in Afghanistan through soft power remains contentious. This article contends that India’s soft power effectiveness in Afghanistan post-2011 can be fully grasped only via the construction and reception of India’s regional power identity negotiated at the sites of: “civilization,” “democracy,” and “economic-military” enabling India to provide a regional leadership that can forward both India and Afghanistan’s mutual interests. Examining soft power via the constructivist-discursive framework of collective identity strategic narrative, this article compares India-Afghanistan relations in periods 2011–14 and 2014–17. The former formalized strategic partnership agreement and the latter marked continuation of the agreement albeit through domestic political transitions in both countries. This article demonstrates that the Indian soft power influence in Afghanistan between 2014 and 2017 has increased markedly.     

Management in New Public Service Systems: Reframing the Position of Managers and Their Training and Development

Management training and development (T&D) plays an important part in enabling managers to deal with complexity and change associated with new public service systems. Using a service-dominant logic approach, this paper explores the relevance of T&D in preparing managers for changing roles, responsibilities and relationships that integrated service systems demand. Exploring the views of service managers working in Community Health Partnerships, the study establishes that present management T&D does not support the delivery of integrated services which require different abilities and new ways of working. New public service systems demand new processes of learning where re-framing the position of managers and their T&D becomes increasingly necessary.