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This paper explores executive succession as an important mechanism for organization learning and, thus, for organization adaptation. We argue that executive succession can fundamentally alter the knowledge, skills and interaction processes of the senior management team. These revised skills and communication processes improve the team's ability to recognize and act on changing environmental conditions. Especially in turbulent environments, succession may be critical for improving or sustaining the performance of the firm. We explore continuity and change of CEOs and their executive teams as associated with first- and second-order organization learning, which are differentially important under stable versus turbulent environmental conditions. We also link these organization learning ideas to the nature of organization evolution. A series of hypotheses link executive-team succession and strategic reorientation to subsequent organization performance. Results in a study of 59 minicomputer firms, all founded between 1968 and 1971, indicate that succession exerts a positive influence on organization performance. We also show that it is important to distinguish between CEO succession and executive-team change, which independently improve subsequent organization performance. The positive impact of succession is accentuated when it coincides with strategic reorientation. Finally we examined how longer term patterns in succession and reorientation affect organization performance. We discovered two modes of organization adaption in this turbulent industry. The most typical mode combines CEO succession, sweeping executive-team changes, and strategic reorientations. A more rare, and over the long-term more effective, adaptational mode involves strategic reorientation and executive-team change, but no succession of the CEO. Consistently high-performing organizations are managed to sustain a relatively high level of learning (through turnover of senior executives and strategic reorientation), and at the same time to maintain links with established organizational competencies (through retention of the CEO).

The increasing recognition of the public nature of nonprofit organizations and the changing relationships between governments and nonprofit organizations provide the context for, and underline the importance of, understanding effective executive leadership in such organizations. A study of 50 nonprofit organization chief executives revealed that reputationally effective executives engaged in more reported leadership behaviors in relationship to their boards of directors than executives not so reputed. No difference was found in reported leadership behaviors directed at staff. The results suggest that "board-regarding behaviors" are an important and distinct cluster of skills for effective leadership by nonprofit chief executives. The results are consistent with a resource-dependence perspective, and the authors argue that effective executives work with and through their boards in order to affect the constraints and dependencies in the nonprofit organization's environment.

The Swaziland economy continues to underperform, reflecting the impact of the global economic crisis. The impact of the crisis has been felt mostly in revenue transfers of the Southern African Customs Union (SACU) to Swaziland. Executive Directors welcomed Fiscal Adjustment Roadmap (FAR), which focused on restoring fiscal sustainability, improving competitiveness, and strengthening financial supervision. They noted that key challenges are restoring fiscal sustainability, addressing HIV/AIDS, reducing poverty, and creating employment. Directors emphasized the need for fiscal adjustment and budg

Intro -- Contents -- Acknowledgements -- Introduction -- Theoretical and structural issues -- Democracy and international governance -- Intergovernmental societies and the idea of constitutionalism -- Constitutional interpretation in international organizations -- The rationality of the use of force and the evolution of international organization -- Current issues: The changing environment of international organizations -- International organizations in a period of globalization: New (problems of ) legitimacy -- The changing image of international organizations -- International democratic culture and its sources of legitimacy: The case of collective security and peacekeeping operations i -- The legitimacy of Security Council activities under Chapter VII of the UN Charter since the end of the Cold War -- Selected contexts: International organization in transition -- The legitimacy of the World Trade Organization1 -- The process towards the new international AEnancial architecture -- Distributive justice and the World Bank: The pursuit of gender equity in the context of market reform -- Legitimacy in the real world: A case study of the developing countries, non-governmental organizations, and climate change -- Conclusion -- International organizations, the evolution of international politics, and legitimacy -- Acronyms -- Contributors -- Index.

In recent years, the IMF has released a growing number of reports and other documents covering economic and financial developments and trends in member countries. Each report, prepared by a staff team after discussions with government officials, is published at the option of the member country

In recent years, the IMF has released a growing number of reports and other documents covering economic and financial developments and trends in member countries. Each report, prepared by a staff team after discussions with government officials, is published at the option of the member country

AbstractThis article examines foundational assumption that nonprofit organizations operate under a non-distribution constraint, which prohibits the paying out of excess earnings and requires instead their application to advancing the mission of the organization. We explore this topic through an examination of the determinants of nonprofit executive compensation. We find that the pay of nonprofit chief executive officers (CEOs) is strongly predicated on what managers in similar-sized organizations receive. Our analysis indicates that nonprofit executive compensation is only modestly effected by CEO performance, as measured either by improved fund-raising results or better administrative efficiency. We do find, however, evidence that CEO compensation is significantly higher in organizations where "free cash flows" are present. This finding is inconsistent with the principle of not distributing profits. We conclude by discussing the implications of this last finding on distinctive organizational identity of nonprofit organizations.

Tavistock consultancy approaches, systemic practice, and the group analytic approach in work with staff, staff teams, and organizations -- Tavistock consultancy, systems centred, and group analytic perspectives on a community meeting on an acute psychiatric ward -- "How did you get here from there?": psychosis, stigma, and the counter transference / David Vincent -- Working between worlds of experience / Peter Wilson -- What makes a staff support group (un)safe / David Kennard -- Consulting to doctors in general practice : "don't talk to me about work" / Cynthia Rogers -- Reflective practice groups : a hall of mirrors / Sue Einhorn -- Getting comfortable with the uncomfortable : reflective practice in anxious times / Ian Simpson -- Resistance to reflective practice : an anti-group perspective / Morris Nitsun -- Discovering the unconscious patterns of a national culture through a large group of psychotherapists and group analysts in Finland : an application of group analysis in an organizational context / Gerhard Wilke -- The group as a whole, the individual in the group, and the group in the individual / Aleksandra Novakovic.

Preliminary Material /Niels Blokker and Nico Schrijver -- International Organizations: The Untouchables? /Niels Blokker -- Immunity of International Organizations: The Work of the International Law Commission /Johan G. Lammers -- Do International Organizations Enjoy Immunity under Customary International Law? /Michael Wood -- Should the 2004 UN State Immunity Convention Serve as a Model/Starting Point for a Future UN Convention on the Immunity of International Organizations? /Philippa Webb -- Immunity of the United Nations: Practice and Challenges /Bruce C. Rashkow -- Privileges and Immunities of the World Health Organization: Practice and Challenges /Gian Luca Burci and Egle Granziera -- The Privileges and Immunities of the World Intellectual Property Organization: Practice and Challenges /Edward Kwakwa and Marie-Lea Rols -- Immunities of the European Union /Ramses A. Wessel -- Immunities of International Organizations: A NATO View /Peter Olson -- The Immunity of International Organizations in the United Kingdom /Chanaka Wickremasinghe -- Austrian Courts and the Immunity of International Organizations /Kirsten Schmalenbach -- Belgian Courts and the Immunity of International Organizations /Eric De Brabandere -- Italian Courts and the Immunity of International Organizations /Beatrice I. Bonafè -- The Jurisdictional Immunity of International Organizations in the Netherlands and the View from Strasbourg /Thomas Henquet -- To What Extent Can and Should National Courts Fill the Accountability Gap? /August Reinisch -- Beyond Srebrenica and Haiti: Exploring Alternative Remedies against the United Nations /Nico Schrijver -- Afterwords /Niels Blokker and Nico Schrijver -- Index /Niels Blokker and Nico Schrijver.

Stronger policies, favorable external environment, and notable improvement in the humanitarian situation supported a nascent economic recovery in Zimbabwe. Executive Directors welcomed this, and urged authorities to take advantage of the favorable external environment to strengthen their macroeconomic framework. They stressed the need to strengthen the fiscal position and expressed concern about rising vulnerabilities in the banking system. They welcomed the authorities strategy for arrears clearance. Directors agreed that the Staff Monitored Program (SMP) would help establish a track record o