The Experts below are selected from a list of 108 Experts worldwide ranked by ideXlab platform
Xolela Mangcu - One of the best experts on this subject based on the ideXlab platform.
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Rethinking Africa's Political Economy: An institutionalist perspective on South Africa
Development, 2012Co-Authors: Xolela MangcuAbstract:Xolela Mangcu argues that what distinguishes South Africa from many other African countries is the strength of its institutions. Over the past 18 years South Africa has been able to make peaceful and stable transitions between four presidents: from Nelson Mandela's charismatic Authority, to Thabo Mbeki's Rational-Legal Authority and Jacob Zuma's traditional/ prebendal Authority. Kgalema Motlanthe's presidency was too short to exhibit one type of Authority or the other. Despite efforts by ruling party politicians to curtail the judiciary, the media and civil society, South Africa boasts strong institutions of the bourgeois public sphere. The Achilles heel for South Africa's democracy is the lack of strong micro-level institutions, particularly in local government, leading to regular eruptions of violent protests.
Paul T. Thomas - One of the best experts on this subject based on the ideXlab platform.
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Managing clinical failure: a complex adaptive system perspective.
International journal of health care quality assurance, 2020Co-Authors: Jean I. Matthews, Paul T. ThomasAbstract:The purpose of this article is to explore the knowledge capture process at the clinical level. It aims to identify factors that enable or constrain learning. The study applies complex adaptive system thinking principles to reconcile learning within the NHS. The paper uses a qualitative exploratory study with an interpretative methodological stance set in a secondary care NHS Trust. Semi-structured interviews were conducted with healthcare practitioners and managers involved at both strategic and opeRational risk management processes. A network structure is revealed that exhibits the communication and interdependent working practices to support knowledge capture and adaptive learning. Collaborative multidisciplinary communities, whose values reflect local priorities and promote open dialogue and reflection, are featured. The main concern is that the characteristics of bureaucracy; Rational-Legal Authority, a rule-based culture, hierarchical lines of communication and a centralised governance focus, are hindering clinical learning by generating barriers. Locally emergent collaborative processes are a key strategic resource to capture knowledge, potentially fostering an environment that could learn from failure and translate lessons between contexts. What must be addressed is that reporting mechanisms serve not only the governance objectives, but also supplement learning by highlighting the potential lessons in context. Managers must nurture a collaborative infrastructure using networks in a co-evolutionary manner. Their role is not to direct and design processes but to influence, support and create effective knowledge capture. Although the study only investigated one site the findings and conclusions may well translate to other trusts--such as the risk of not enabling a learning environment at clinical levels.
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Managing clinical failure: a complex adaptive system perspective.
International Journal of Health Care Quality Assurance, 2007Co-Authors: Jean I. Matthews, Paul T. ThomasAbstract:Purpose – The purpose of this article is to explore the knowledge capture process at the clinical level. It aims to identify factors that enable or constrain learning. The study applies complex adaptive system thinking principles to reconcile learning within the NHS.Design/methodology/approach – The paper uses a qualitative exploratory study with an interpretative methodological stance set in a secondary care NHS Trust. Semi‐structured interviews were conducted with healthcare practitioners and managers involved at both strategic and opeRational risk management processes.Findings – A network structure is revealed that exhibits the communication and interdependent working practices to support knowledge capture and adaptive learning. Collaborative multidisciplinary communities, whose values reflect local priorities and promote open dialogue and reflection, are featured. The main concern is that the characteristics of bureaucracy; Rational‐Legal Authority, a rule‐based culture, hierarchical lines of communic...
Jean I. Matthews - One of the best experts on this subject based on the ideXlab platform.
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Managing clinical failure: a complex adaptive system perspective.
International journal of health care quality assurance, 2020Co-Authors: Jean I. Matthews, Paul T. ThomasAbstract:The purpose of this article is to explore the knowledge capture process at the clinical level. It aims to identify factors that enable or constrain learning. The study applies complex adaptive system thinking principles to reconcile learning within the NHS. The paper uses a qualitative exploratory study with an interpretative methodological stance set in a secondary care NHS Trust. Semi-structured interviews were conducted with healthcare practitioners and managers involved at both strategic and opeRational risk management processes. A network structure is revealed that exhibits the communication and interdependent working practices to support knowledge capture and adaptive learning. Collaborative multidisciplinary communities, whose values reflect local priorities and promote open dialogue and reflection, are featured. The main concern is that the characteristics of bureaucracy; Rational-Legal Authority, a rule-based culture, hierarchical lines of communication and a centralised governance focus, are hindering clinical learning by generating barriers. Locally emergent collaborative processes are a key strategic resource to capture knowledge, potentially fostering an environment that could learn from failure and translate lessons between contexts. What must be addressed is that reporting mechanisms serve not only the governance objectives, but also supplement learning by highlighting the potential lessons in context. Managers must nurture a collaborative infrastructure using networks in a co-evolutionary manner. Their role is not to direct and design processes but to influence, support and create effective knowledge capture. Although the study only investigated one site the findings and conclusions may well translate to other trusts--such as the risk of not enabling a learning environment at clinical levels.
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Managing clinical failure: a complex adaptive system perspective.
International Journal of Health Care Quality Assurance, 2007Co-Authors: Jean I. Matthews, Paul T. ThomasAbstract:Purpose – The purpose of this article is to explore the knowledge capture process at the clinical level. It aims to identify factors that enable or constrain learning. The study applies complex adaptive system thinking principles to reconcile learning within the NHS.Design/methodology/approach – The paper uses a qualitative exploratory study with an interpretative methodological stance set in a secondary care NHS Trust. Semi‐structured interviews were conducted with healthcare practitioners and managers involved at both strategic and opeRational risk management processes.Findings – A network structure is revealed that exhibits the communication and interdependent working practices to support knowledge capture and adaptive learning. Collaborative multidisciplinary communities, whose values reflect local priorities and promote open dialogue and reflection, are featured. The main concern is that the characteristics of bureaucracy; Rational‐Legal Authority, a rule‐based culture, hierarchical lines of communic...
Bert Hoffmann - One of the best experts on this subject based on the ideXlab platform.
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The international dimension of authoritarian regime legitimation: insights from the Cuban case
Journal of International Relations and Development, 2015Co-Authors: Bert HoffmannAbstract:In order to sustain their rule, authoritarian regimes not only rely on mechanisms of repression and co-optation, but also develop strategies of legitimation. Even when aimed at the domestic audience, these include seeking ‘legitimation from abroad’ — that is, validation through activities on, or by way of reference to, the international stage. This article analyses these strategies in an empirical case study of Cuba. Bringing back in Max Weber’s classic ‘pure types of legitimate Authority’, which distinguish between regimes precisely on the basis of their claims to legitimacy, the study highlights the change from charismatic rule under Fidel Castro to an authoritarian brand of Rational-Legal Authority under his brother Raúl. The analysis then shows how the expansive international legitimation strategy that once characterised Fidel’s charismatic tenure has given way to a merely defensive form of international legitimation under the present bureaucratic socialist regime.
Ronald M Glassman - One of the best experts on this subject based on the ideXlab platform.
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Rational Legal Authority in england
2017Co-Authors: Ronald M GlassmanAbstract:Though democracy was not established in Britain, the Rational-scientific world-view and government by constitutional law were firmly established. We have descry bed how Theodore of Tarsus, the first archbishop of Canterbury, sent by the Pope to Britain, brought with him his knowledge of Greek and helped establish the first schools that taught Greek and Latin. He also brought the Greek conception of Rational law to England, and introduced Roman Law—Justinian’s Code—as well.
