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Immediately following a merger, there is a period of anxiety,
confusion and upheaval. Employee reactions during this period have been
fairly well documented, and are centred on what will happen to their
jobs and their careers. Following this period of confusion, there is a
transition phase during which management is faced with the task of
integrating the human resources of the merged firm. Not much is known
about this process or about how employees respond to mergers over the
longer term. To gain some insights, a survey of employee attitudes was
conducted approximately two years after a merger. The study indicated
that acting consistently with emergent organisational values and
integrating members of the target are particularly important during
transition.

AbstractThis paper discusses transitions towards circular economy, developing a circular economy supply network transition phases management dynamics framework. We studied seven circular supply networks in Brazil through process analysis and system dynamics modeling. Primary data were collected through 35 manager's interviews and companies' plant and their suppliers' visits. We suggest that transition phases management are pre‐development, learning, expansion, leadership, stabilization and self‐renew with cooperative and competitive challenges, characterized by specific circular factors over time. The simulation and transition phases models provide strategic tools to make decision on which circular factor, project team should focus applying multi‐tier supply chain management and hybrid leadership to stimulate internal and integrate external stakeholders to adopt circularity, unveiling challenges and average time to achieve each phase. We also enrich circular economy supply network management theoretical background defining it in three dimensions: behavioral as supply ecosystem, structural as supply network and contextual as complex adaptive system.

Contributed articles on commercial policy and trade regulation in India in light of WTO policy

Real Wage Rigidities, Fiscal Policy, and the Stability of EMU in the Transition Phase. - EMU will start with eleven member countries as scheduled on January 1, 1999. The paper shows that the primacy of politics over economics in this decision could have serious consequences concerning the stability of EMU in the transition phase. Speculative attacks against currencies which are in economic distress due to asymmetric shocks can still happen. A speculative attack as such cannot force a country out of EMU. However, the country concerned might voluntarily decide to leave the system as the costs of staying inside EMU, e.g. due to further rising unemployment, become too large to bear.

Progress with regard to building up Afghanistan's National Security Forces, improving the governance performance of the incumbent regime, pursuing a domestic peace process, cooperating with Afghanistan's neighbors (particularly Pakistan and Iran), and creating prospects for economic development have been defined as preconditions for the successful transition of security responsibilities in Afghanistan. However, one and a half years after the security transition phase was officially launched by the Afghan government, NATO has been experiencing severe difficulties in the outlined fields of activity. US policy and NATO's strategy toward Afghanistan seem at least partly deadlocked. Western policymakers have few remaining options for the second half of the security transition in Afghanistan. These include focusing on the two key players in the Afghan conflict, namely strengthening the government of the Islamic Republic of Afghanistan and weakening the senior leadership of the Afghan Taleban

Progress with regard to building up Afghanistan's National Security Forces, improving the governance performance of the incumbent regime, pursuing a domestic peace process, cooperating with Afghanistan's neighbors (particularly Pakistan and Iran), and creating prospects for economic development have been defined as preconditions for the successful transition of security responsibilities in Afghanistan. However, one and a half years after the security transition phase was officially launched by the Afghan government, NATO has been experiencing severe difficulties in the outlined fields of activity. US policy and NATO's strategy toward Afghanistan seem at least partly deadlocked. Western policymakers have few remaining options for the second half of the security transition in Afghanistan. These include focusing on the two key players in the Afghan conflict, namely strengthening the government of the Islamic Republic of Afghanistan and weakening the senior leadership of the Afghan Taleban. (author's abstract)

Ohne Fortschritte in zentralen Handlungsfeldern droht die Übergabe der Sicherheitsverantwortung an die zuständigen Instanzen in Afghanistan zu scheitern: Dies betrifft den Aufbau der afghanischen Sicherheitskräfte, Regierungsführung und Korruptionsbekämpfung, den innerafghanischen Friedensprozess, die Kooperation vor allem mit den Nachbarstaaten Pakistan und Iran sowie die wirtschaftliche Entwicklung des Landes. Nach Ablauf der ersten Hälfte der Transition zeigen sich in jedem dieser Felder erhebliche Defizite. Die Strategie der Nato-Staaten für Afghanistan scheint festgefahren. Für die zweite Hälfte der Transition bleiben nur noch wenige Handlungsoptionen. Eine Fokussierung auf die beiden Hauptakteure des Konflikts – die afghanische Regierung und die Führung der Taliban – verspricht am meisten Erfolg. Sollte es nicht gelingen, in den nächsten zwei Jahren die Regierung zu stärken und die Taliban weiter zu schwächen, wird eine langfristige Stabilisierung Afghanistans kaum zu erreichen sein. (Autorenreferat)