Suchergebnisse

PurposeThe paper aims to identify the challenges faced by Huawei Technologies, China's biggest telecommunications equipment manufacturer, as it makes the transition from an indigenously‐owned business to a potentially competitive global giant.Design/methodology/approachThis is an inductive, interpretative case study complimented by hands‐on experience with the industry.FindingsThe paper finds that Huawei lies at a crossroads in a transitional telecommunication sector that is no longer isolated from global reforms and advancement. Through internationalisation the company has learned to compete by adjusting their mechanisms, learning instruments and focus.Originality/valueThe paper is useful for practitioners in that it shows how indigenous companies in latecomer industrialising countries like China can overcome the late mover position in some of the advanced markets they have entered. For academics it highlights the role of government in helping to construct competitive indigenous firms that could take on global giants.

Cover -- Endorsement Page -- Half Title -- Series Page -- Title Page -- Copyright Page -- Table of Contents -- Dedication -- Acknowledgements -- Part I Transformations -- Chapter 1 Climate Transformation and Social Transformation -- Chapter 2 The Great Transformation -- Chapter 3 The Arrival of Social Democracy in Britain -- Chapter 4 The Neoliberal Regression -- Chapter 5 Communism to Capitalism -- Chapter 6 The State and Civil Society in Transformations -- Part II The Climate Transformation -- Chapter 7 Climate Crisis -- Chapter 8 Democracy and the International Order -- Chapter 9 Inequality and Poverty -- Chapter 10 Remaking Democracy for a World of Climate Change -- Chapter 11 Climate Transformation: Action, Actors, and Activists -- Chapter 12 What We Can Learn from the Past -- Bibliography: Key Readings -- Index.

"Inception Point: The Use of Learning and Development to Reform the Singapore Public Service fills a gap in current literature on Singapore's modernisation. While the political leadership of the late Prime Minister Lee Kuan Yew and his People's Action Party (PAP) government were key to Singapore's modernisation, the role of policy implementation was one shouldered by the Singapore Public Service, a story thus far neglected in literature. Inception Point argues that the Singapore Public Service used executive development and training to introduce reforms across the bureaucracy. In so doing, the bureaucracy constantly adjusted itself to help modernise Singapore. In the 40 years between decolonisation in 1959 and 2001, when the training arm of the bureaucracy became a statutory board, training had been used firstly, to socialise the bureaucracy away from its colonial-era organisational culture to prepare it for the tasks of nation-building. Subsequently, civil servants were mobilised into an 'economic general staff' through training and development, to lead the Singapore developmental state in the 1970s and the 1980s. The Public Service for the 21st Century (PS21) reforms in the 1990s was the epitome in harnessing development and training for reforms across the bureaucracy."--

"Disaster strikes, transforming cities and towns into graveyards and wastelands in a matter of minutes. But help is on its way: news channels and social media relay the information to all corners of the globe in real-time, mobilising hundreds of people and organisations to aid. Yet, with standard relief packages regardless of the location, and a lack of effort taken to match volunteers' skills with tasks, just how effective are we at helping others? Many people want to do good, but they like to do it at their convenience. These attempts at helping often fail, and the blame invariably falls on the disaster victims, rather than looking at the suitability of aid provided. Such help, offered without a thorough understanding of the context or the impact of actions, can create situations that leave the victims worse off than before. So how can we create real sustainable impact? Most communities have a lot of unused human capacity. When offering help, many aid providers fail to engage the local communities, thus excluding a critical group of people with the knowledge of local ways and needs. This book elaborates on a simple principle essential to effective aid — Never Help: Engage, Enable, Empower and Connect. It is important that we fully understand the problem before we try to solve it, and who better to help us with solutions than the local community?"--Publisher's website.

Transforming Urban Transport confronts head-on the dilemma faced by a world wedded to mobility: the danger of continuing along the fossil-fuelled path and the real paucity of viable technological alternatives which can be deployed in time. To respond to the dilemma, the ideal of urban transport must be changed from auto-based mobility to systems of sustainable transport in which public transport, and non-motorised transport work together to reduce climate change pressures, enhance urban quality and preserve life and health. The book challenges the commonly held view that a combination of urban

A team of city-building professionals explain in straightforward terms how the idea of ecological sustainability can be embodied in the everyday life of homes, communities and cities to make a better future.The book considers - and answers - three questions: What does the global agenda of sustainable development mean for the urban spaces where most people live, work and move? Can we keep what we love about suburban life and still save the environment? And what new methods of planning and building will be needed in the 21st century? Rejecting both economic and environmental orthodoxy, the book'