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Hubert Barennes - One of the best experts on this subject based on the ideXlab platform.
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An Organizational Analysis of road traffic crash prevention to explain the difficulties of a national program in a low income country.
BMC research notes, 2015Co-Authors: Tania Vogel, Daniel Reinharz, Marissa Gripenberg, Hubert BarennesAbstract:Background Road traffic crashes (RTC), that daily kill 3400 people and leave 15,000 with a permanent disability could be prevented through the implementation of safety programs developed in partnership with governments and institutions. The relationship between key stakeholders can be a crucial determinant to the effectiveness of road safety programs. This issue has rarely been addressed. We conducted a detailed Organizational Analysis of the stakeholders involved in road safety programs in Lao People’s Democratic Republic (Lao PDR).
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An Organizational Analysis of road traffic crash prevention to explain the difficulties of a national program in a low income country
BMC Research Notes, 2015Co-Authors: Tania Vogel, Daniel Reinharz, Marissa Gripenberg, Hubert BarennesAbstract:BACKGROUND: Road traffic crashes (RTC), that daily kill 3400 people and leave 15,000 with a permanent disability could be prevented through the implementation of safety programs developed in partnership with governments and institutions. The relationship between key stakeholders can be a crucial determinant to the effectiveness of road safety programs. This issue has rarely been addressed. We conducted a detailed Organizational Analysis of the stakeholders involved in road safety programs in Lao People's Democratic Republic (Lao PDR). METHODS: A case study was performed. The framework used was a snowball effect in which the characterization of all key stakeholders and the links between them, as well as the factors that led to these links, were determined. The effect of the relations between key stakeholders on the prevention of RTC was assessed through an Analysis of the transactional, intangible and controlling factors that influence these relationships. RESULTS: The design and implementation of road safety programs in Lao PDR suffer from weak relationships between stakeholders and a poorly functional bicephal leadership between the Ministry of Public Works and Transport and the non-governmental organisation called Handicap International. This poor coordination between key stakeholders is evident, particularly in the area of collective action and is reinforced by a lack of interest from several different stakeholders. Most agencies do not prioritize road safety. Uneven distribution of funding is another contributing factor. Strengthening the leadership is crucial to the success of the program. Some organisations have skills, power the decision making and the allocation of resources in regards to road safety programs. Encouraging participation of these organizations through a more prominent position would thus result in a better collaboration. Non-monetary rewards would further help to strengthen collaborative work. CONCLUSION: The bicephal nature of the leadership of road safety programs proves detrimental, is associated with a weak coalition between stakeholders, and contributes to the declaimed poor effectiveness of the existing programs. The study has identified non-monetary and realistic means of strengthening the collaboration between key stakeholders. Stakeholders need to revise their interpretive schemes, in order to actively support the reinforcement of government leadership of road safety policies.
Tania Vogel - One of the best experts on this subject based on the ideXlab platform.
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An Organizational Analysis of road traffic crash prevention to explain the difficulties of a national program in a low income country.
BMC research notes, 2015Co-Authors: Tania Vogel, Daniel Reinharz, Marissa Gripenberg, Hubert BarennesAbstract:Background Road traffic crashes (RTC), that daily kill 3400 people and leave 15,000 with a permanent disability could be prevented through the implementation of safety programs developed in partnership with governments and institutions. The relationship between key stakeholders can be a crucial determinant to the effectiveness of road safety programs. This issue has rarely been addressed. We conducted a detailed Organizational Analysis of the stakeholders involved in road safety programs in Lao People’s Democratic Republic (Lao PDR).
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An Organizational Analysis of road traffic crash prevention to explain the difficulties of a national program in a low income country
BMC Research Notes, 2015Co-Authors: Tania Vogel, Daniel Reinharz, Marissa Gripenberg, Hubert BarennesAbstract:BACKGROUND: Road traffic crashes (RTC), that daily kill 3400 people and leave 15,000 with a permanent disability could be prevented through the implementation of safety programs developed in partnership with governments and institutions. The relationship between key stakeholders can be a crucial determinant to the effectiveness of road safety programs. This issue has rarely been addressed. We conducted a detailed Organizational Analysis of the stakeholders involved in road safety programs in Lao People's Democratic Republic (Lao PDR). METHODS: A case study was performed. The framework used was a snowball effect in which the characterization of all key stakeholders and the links between them, as well as the factors that led to these links, were determined. The effect of the relations between key stakeholders on the prevention of RTC was assessed through an Analysis of the transactional, intangible and controlling factors that influence these relationships. RESULTS: The design and implementation of road safety programs in Lao PDR suffer from weak relationships between stakeholders and a poorly functional bicephal leadership between the Ministry of Public Works and Transport and the non-governmental organisation called Handicap International. This poor coordination between key stakeholders is evident, particularly in the area of collective action and is reinforced by a lack of interest from several different stakeholders. Most agencies do not prioritize road safety. Uneven distribution of funding is another contributing factor. Strengthening the leadership is crucial to the success of the program. Some organisations have skills, power the decision making and the allocation of resources in regards to road safety programs. Encouraging participation of these organizations through a more prominent position would thus result in a better collaboration. Non-monetary rewards would further help to strengthen collaborative work. CONCLUSION: The bicephal nature of the leadership of road safety programs proves detrimental, is associated with a weak coalition between stakeholders, and contributes to the declaimed poor effectiveness of the existing programs. The study has identified non-monetary and realistic means of strengthening the collaboration between key stakeholders. Stakeholders need to revise their interpretive schemes, in order to actively support the reinforcement of government leadership of road safety policies.
John Hassard - One of the best experts on this subject based on the ideXlab platform.
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Philosophy of Science, Social Theory, and Organizational Analysis: Paradigmatic Transformations since the Postmodern Turn
The Emerald Handbook of Management and Organization Inquiry, 2019Co-Authors: John Hassard, Julie Wolfram CoxAbstract:The premise for this volume is that there is “a need to develop a Handbook that takes scholars and practitioners through the paradigm change going on in the field of management and Organizational inquiry.” In their invitation to contributors, the editors suggested we should comment on this transition and inform readers of theoretical and philosophical changes that have occurred in recent times. In this chapter, we attempt to do this by revisiting the influential concept of paradigm from the philosophy of science (Kuhn, 1962, 1970) and explore its relation to recent contributions to postmodern social theory in Organizational Analysis. In particular, the influential paradigm model of Burrell and Morgan (1979) is revisited through meta-theoretical Analysis of the major intellectual movement to emerge in organization theory in recent decades, post-structuralism and more broadly postmodernism. Proposing a retrospective paradigm for this movement we suggest that its research can be characterized as ontologically relativist, epistemologically relationist, and methodologically reflexive; this also represents research that can be termed deconstructionist in its view of human nature. Consequently we demonstrate not only that Organizational knowledge stands on meta-theoretical grounds, but also how recent intellectual developments rest on a qualitatively different set of meta-theoretical assumptions than established traditions of agency and structure.
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POSTMODERN Organizational Analysis: TOWARD A CONCEPTUAL FRAMEWORK
Journal of Management Studies, 1994Co-Authors: John HassardAbstract:This article discusses a new approach to Organizational Analysis — postmodernism. We contrast modern and postmodern forms of explanation and explore a family of terms derived from these two concepts. In so doing, we discuss whether postmodernism is best described as an ‘epoch’or an ‘epistemology’, a distinction which underpins current debates. Through reference to the works of Jean Baudrillard, Jacques Derrida and Jean-Francois Lyotard, we produce an inventory of key concepts for postmodern Organizational Analysis —‘representation’, ‘reflexivity’, ‘writing’, ‘differance’ and ‘de-centring the subject’. By explicating the main arguments associated with these concepts — and by developing the middle ground between the epoch and epistemology positions — we lay conceptual foundations for a nascent postmodern approach to organization studies.
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Multiple Paradigms and Organizational Analysis: A Case Study
Organization Studies, 1991Co-Authors: John HassardAbstract:The paper describes a new methodology for Organizational Analysis, multiple paradigm research. A case study is presented which uses the Burrell and Morgan (1979) model as the framework for producing four accounts of work behaviour in the British Fire Service. Details of these accounts — functionalist, interpretive, radical humanist and radical structuralist — are presented, and the findings compared. Some problems associated with the method are discussed.
Marissa Gripenberg - One of the best experts on this subject based on the ideXlab platform.
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An Organizational Analysis of road traffic crash prevention to explain the difficulties of a national program in a low income country.
BMC research notes, 2015Co-Authors: Tania Vogel, Daniel Reinharz, Marissa Gripenberg, Hubert BarennesAbstract:Background Road traffic crashes (RTC), that daily kill 3400 people and leave 15,000 with a permanent disability could be prevented through the implementation of safety programs developed in partnership with governments and institutions. The relationship between key stakeholders can be a crucial determinant to the effectiveness of road safety programs. This issue has rarely been addressed. We conducted a detailed Organizational Analysis of the stakeholders involved in road safety programs in Lao People’s Democratic Republic (Lao PDR).
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An Organizational Analysis of road traffic crash prevention to explain the difficulties of a national program in a low income country
BMC Research Notes, 2015Co-Authors: Tania Vogel, Daniel Reinharz, Marissa Gripenberg, Hubert BarennesAbstract:BACKGROUND: Road traffic crashes (RTC), that daily kill 3400 people and leave 15,000 with a permanent disability could be prevented through the implementation of safety programs developed in partnership with governments and institutions. The relationship between key stakeholders can be a crucial determinant to the effectiveness of road safety programs. This issue has rarely been addressed. We conducted a detailed Organizational Analysis of the stakeholders involved in road safety programs in Lao People's Democratic Republic (Lao PDR). METHODS: A case study was performed. The framework used was a snowball effect in which the characterization of all key stakeholders and the links between them, as well as the factors that led to these links, were determined. The effect of the relations between key stakeholders on the prevention of RTC was assessed through an Analysis of the transactional, intangible and controlling factors that influence these relationships. RESULTS: The design and implementation of road safety programs in Lao PDR suffer from weak relationships between stakeholders and a poorly functional bicephal leadership between the Ministry of Public Works and Transport and the non-governmental organisation called Handicap International. This poor coordination between key stakeholders is evident, particularly in the area of collective action and is reinforced by a lack of interest from several different stakeholders. Most agencies do not prioritize road safety. Uneven distribution of funding is another contributing factor. Strengthening the leadership is crucial to the success of the program. Some organisations have skills, power the decision making and the allocation of resources in regards to road safety programs. Encouraging participation of these organizations through a more prominent position would thus result in a better collaboration. Non-monetary rewards would further help to strengthen collaborative work. CONCLUSION: The bicephal nature of the leadership of road safety programs proves detrimental, is associated with a weak coalition between stakeholders, and contributes to the declaimed poor effectiveness of the existing programs. The study has identified non-monetary and realistic means of strengthening the collaboration between key stakeholders. Stakeholders need to revise their interpretive schemes, in order to actively support the reinforcement of government leadership of road safety policies.
Daniel Reinharz - One of the best experts on this subject based on the ideXlab platform.
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An Organizational Analysis of road traffic crash prevention to explain the difficulties of a national program in a low income country.
BMC research notes, 2015Co-Authors: Tania Vogel, Daniel Reinharz, Marissa Gripenberg, Hubert BarennesAbstract:Background Road traffic crashes (RTC), that daily kill 3400 people and leave 15,000 with a permanent disability could be prevented through the implementation of safety programs developed in partnership with governments and institutions. The relationship between key stakeholders can be a crucial determinant to the effectiveness of road safety programs. This issue has rarely been addressed. We conducted a detailed Organizational Analysis of the stakeholders involved in road safety programs in Lao People’s Democratic Republic (Lao PDR).
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An Organizational Analysis of road traffic crash prevention to explain the difficulties of a national program in a low income country
BMC Research Notes, 2015Co-Authors: Tania Vogel, Daniel Reinharz, Marissa Gripenberg, Hubert BarennesAbstract:BACKGROUND: Road traffic crashes (RTC), that daily kill 3400 people and leave 15,000 with a permanent disability could be prevented through the implementation of safety programs developed in partnership with governments and institutions. The relationship between key stakeholders can be a crucial determinant to the effectiveness of road safety programs. This issue has rarely been addressed. We conducted a detailed Organizational Analysis of the stakeholders involved in road safety programs in Lao People's Democratic Republic (Lao PDR). METHODS: A case study was performed. The framework used was a snowball effect in which the characterization of all key stakeholders and the links between them, as well as the factors that led to these links, were determined. The effect of the relations between key stakeholders on the prevention of RTC was assessed through an Analysis of the transactional, intangible and controlling factors that influence these relationships. RESULTS: The design and implementation of road safety programs in Lao PDR suffer from weak relationships between stakeholders and a poorly functional bicephal leadership between the Ministry of Public Works and Transport and the non-governmental organisation called Handicap International. This poor coordination between key stakeholders is evident, particularly in the area of collective action and is reinforced by a lack of interest from several different stakeholders. Most agencies do not prioritize road safety. Uneven distribution of funding is another contributing factor. Strengthening the leadership is crucial to the success of the program. Some organisations have skills, power the decision making and the allocation of resources in regards to road safety programs. Encouraging participation of these organizations through a more prominent position would thus result in a better collaboration. Non-monetary rewards would further help to strengthen collaborative work. CONCLUSION: The bicephal nature of the leadership of road safety programs proves detrimental, is associated with a weak coalition between stakeholders, and contributes to the declaimed poor effectiveness of the existing programs. The study has identified non-monetary and realistic means of strengthening the collaboration between key stakeholders. Stakeholders need to revise their interpretive schemes, in order to actively support the reinforcement of government leadership of road safety policies.
