Blending issues and stakeholders: in pursuit of the elusive synergy

Two separate frameworks have existed for the analysis of social predicaments in which businesses play a role: issues management and stakeholder management. In this paper, we argue that the chasm dividing these two literatures is artificial, and potentially obstructive to the advancement of our knowledge of the position of business in contemporary societies. The position we take in the present paper is that all social predicaments have an issues side as well as a stakeholder side and that a dual focus on both issues and stakeholders is therefore essential to understanding the evolution of these predicaments and crucial to managerial dealings with these issues. We present an integrative co-evolutionary framework, explaining the dynamics between issues and stakeholders in all consecutive stages of a predicament's evolution. The framework proposes a new way of thinking about issues and stakeholders, as such facilitates a deeper understanding of how the social environment of business is constituted, and offers new insights for the practical management of issues and stakeholders.     

Rethinking accountability in complex and horizontal network delivery systems

This paper revisits the conventional notion of accountability rooted in bureaucratic and hierarchical structures of government and advances an alternative conceptualization more useful for analyzing complex horizontal network delivery systems. Although such systems are increasingly prevalent, they often exacerbate the problem of accountability in the public sector. By examining regional economic development policy implementation in Manitoba, this article illustrates the prospects and challenges of adapting conventional constructs of accountability to horizontal network delivery systems.     

Aleksandr Solzhenitsyn, <Emphasis Type="Italic">March 1917, Node III,The Red Wheel</Emphasis>. Trans. Marian Schwartz

A review of Aleksandr Solzhenitsyn's March 1917, translated by Marian Schwartz     

An end-value theory of charismatic influence

The end-value theory of charismatic influence is premised on the existence of two basic types of values which underlie and primarily determine all influence relations. Charismatic and transactional influence relations are defined by these value types. A values typology is proposed as a general framework for analysis of influence relations, leadership, and related constructs. Predictive models, both primary and extended, are derived and specified. Implications for testing the models, for the study of a set of related constructs, and for management practice are discussed.     

Bringing the PDS into the coalition equation

This article is intended to be a contribution to the study of the politics of the Anglo‐German relationship, and to the politics of NATO enlargement, seen purely within this context. It is not concerned with the validity of any strategic arguments concerning enlargement, the organisational or the financial problems stemming from this policy, or the wider strategic issues raised by this policy. From 1992 until 1 May 1997 the bilateral Anglo‐German relationship exhibited ever deeper fissures in policy on European integration, and on monetary union in particular. Yet, Anglo‐German policy in respect of NATO's eastern expansion and its relations with the new Russia, which reflected an integrating Europe from a different perspective, was characterised by fundamental agreement. This paradox, it is suggested, indicates that policy on Europe suffered more from ideological conflict on European integration within the governing Conservative Party during the period under review than from an inherent or necessary conflict of national interest between Britain and Germany.     

INCLUSIVE APPROACH

<正>Global integration strategy can address Africa’s infrastructure and employment woes The Silk Road Economic Belt and the21st-Century Maritime Silk Road,better known collectively as the Belt and