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"In the 21st century governments are increasingly focusing on designing ways and means of connecting across boundaries to achieve goals. Whether issues are complex and challenging - climate change, international terrorism, intergenerational poverty- or more straightforward - provision of a single point of entry to government or delivering integrated public services - practitioners and scholars increasingly advocate the use of approaches which require connections across various boundaries, be they organizational, jurisdictional or sectorial. Governments around the world continue to experiment with various approaches but still confront barriers, leading to a general view that there is considerable promise in cross boundary working, but that this is often unfulfilled. This book explores a variety of topics in order to create a rich survey of the international experience of cross-boundary working. The book asks fundamental questions such as: ; What do we mean by the notion of crossing boundaries? Why has this emerged? ; What does cross boundary working involve? ; What are the critical enablers and barriers? By scrutinizing these questions, the contributing authors examine: the promise; the barriers; the enablers; the enduring tensions; and the potential solutions to cross-boundary working. As such, this will be an essential read for all those involved with public administration, management and policy."--Publisher's website.

In this study we explore how versions of organizational reality and gender are constructed in management discourse and whether such patterns change over time. Specifically, we examine management explanations and accounts of the gendered nature of their organizations through their commentaries on their affirmative action programmes. In Australia private sector organizations with 100 or more employees are required to report to government on their affirmative action programmes for women. In these documents, management representatives outline objectives for the coming year and report on their progress in reducing employment-related barriers for women. In doing so they account for the 'problem' of gender-based discrimination that affirmative action is designed to address, justify their actions (or lack of action) and reproduce versions of gendered identity. Thus we use affirmative action reporting as cases of management rhetoric to explore how aspects of gender and organization are constructed, taken for granted, challenged or problematized. Comparing reports from the hospitality sector over a 14-year period, we explore whether there is any evidence of discursive change in management accounts of the gendered nature of their organizations.

In this study we explore how versions of organizational reality and gender are constructed in management discourse and whether such patterns change over time. Specifically, we examine management explanations and accounts of the gendered nature of their organizations through their commentaries on their affirmative action programmes. In Australia private sector organizations with 100 or more employees are required to report to government on their affirmative action programmes for women. In these documents, management representatives outline objectives for the coming year and report on their progress in reducing employment-related barriers for women. In doing so they account for the 'problem' of gender-based discrimination that affirmative action is designed to address, justify their actions (or lack of action) and reproduce versions of gendered identity. Thus we use affirmative action reporting as cases of management rhetoric to explore how aspects of gender and organization are constructed, taken for granted, challenged or problematized. Comparing reports from the hospitality sector over a 14-year period, we explore whether there is any evidence of discursive change in management accounts of the gendered nature of their organizations.

We make the case that the adoption of the asset-based approach to community development could reframe how we think of Indigenous policy development and implementation. We present the case of a specific site which explicitly adopted this approach and delivered enhanced outcomes for communities. Drawing on this example we identify elements of successful Indigenous policy in terms of enhanced services for citizens: new ways of developing and implementing policy; widening the circle of participation and developing social and human capital. We identify the crucial role of appropriate resource allocation and the need for effective, ongoing facilitation to ensure the asset-based approach can be used effectively to improve community development at the local level. Based on the successful adoption of this approach in this example, we call for more research into the potential of this approach to drive new approaches in Indigenous policy and implementation.