Suchergebnisse

The program aims to build a theoretical framework and generate policy directions from the standpoint of marginalized women in the region; to broaden the conceptual horizon about gender and ICTs; and towards a politicization and radicalization of the 'access-centred' discourse. Core feminist questions about power, justice and equity will be addressed. An important part of the program is the generation of a network of learning among the researchers and research teams through exchange of resources. The report provides updates in research outputs and activities.

Meeting: Court of Women, 27-29 July, 2009, Bangalore, IN ; By placing the individual at the centre, new media promotes a version of participation that is commodified and conformist, where content democratization or plurality also means a coopted or controlled 'public'. Under the mask of multiplicity, there is a persistence of gender stereotypes and misogyny. The presentation deconstructs virtual reality and digital presence in terms of gender, and asks: What institutional frameworks are necessary to address the transnational corporate control of the media and public sphere?

Tracking Change… is a new research initiative funded by the Social Sciences Humanities Research Council of Canada and led by the University of Alberta, the Traditional Knowledge Steering Committee of the Mackenzie River Basin Board, the Government of the Northwest Territories and many other valued partner organizations. Over six years (2015-2022), the project will fund local and traditional knowledge research activities in the Mackenzie River basin and sister projects in the Lower Amazon and Lower Mekong River Basins, with the long term goal of strengthening the voices of subsistence fishers and Indigenous communities in the governance of major fresh water ecosystems. The project developed in recognition that river systems are important social, economic, cultural and ecological places that contribute to the well-being of communities in diverse ways. River peoples, particularly Indigenous peoples who have well developed fishing livelihoods can offer extremely valuable insights about long term (historic and current) patterns of social and ecological change and the interconnections between the health and dynamics of these river systems and that of river communities. Although based on oral traditions, this system of observation or "tracking change" is much like monitoring. Like those who live on Canada's east and west coasts, the ability of Indigenous communities in the Mackenzie River Basin to maintain fishing as a livelihood practice is of social, economic and cultural importance to all of Canada; if this river system is not healthy, how can we be?

Climate Change and Adaptation transcends many policy areas and is an evolving discipline. The Report presented by the Climate Change Committee on Adaptation (CCCA) must be seen as an initial step that complements the work of the Department of Physics within the University of Malta (UoM) with regards to the Second National Communication of Malta to the United Nations Framework Convention on Climate Change (UNFCCC). The Report presented by the Committee should serve as the basis of a mature, apolitical, national discussion on the potential impact of climate change adaptation on Malta. The arising discussion should be supported by an ongoing communication process that is directed to inform, educate, and instill awareness amongst the population at large on this important policy domain. The Report is not exhaustive. The breadth and depth of climate change and adaptation limits the extent to which all arising issues are explored and studied, and for which solutions are presented. The Government, knowledge institutions, non government organisations, and think thanks should use the Report as a spring board from which they extend further knowledge of the impact of climate change adaptation on Malta by expanding on policy matters presented in the Report as well as to fill in lacunae on policy matters not addressed by the Report. The Committee has neither prioritized nor costed the recommendations it puts forward. This is a conscious decision taken by the Committee. The Committee is aware that there will be those who will criticise it on this matter. Be that as it may, the Committee is of the considered opinion that a prioritisation and costing exercise should only be carried out following a comprehensive public discussion were the policy proposals presented are debated, new policy proposals put forward by the public, non governmental organisations, et al, and specific, as well as generic, reactions to the Report listened to, examined, and reviewed. The Committee has also not presented recommendations with regards to where the loci of responsibility for climate change and adaptation should rest and the resource capacity required should rest to take forward and implement the final recommendations following the discussion process. This is again a conscious decision taken by the Committee. Once again, the Committee is aware that there will be those who will criticise it on this matter. Be that as it may, this Report must not be seen in isolation from the National Strategy for Policy and Abatement Measures Relating to the Reduction of Greenhouse Gas Emissions approved by the House of Representatives in September 2009. The Committee underlines that the National Strategy for Policy and Abatement Measures Relating to the Reduction of Greenhouse Gas Emissions had proposed the setting up of a Climate Change Division within the Malta Resources Authority which will 'own and co-ordinate Climate Change adaptation and mitigation policy at both a national and international level'. ; peer-reviewed

Abstract

This paper informs current practice about change management by looking back on how strategic change was managed in BL Cars in the late 1970s.
One of the co‐authors found himself at the heart of a major transformation effort in the company and was uniquely placed to witness how this change was managed in this now‐defunct car manufacturer.
This paper concludes that an appreciation of history may be beneficial both in terms of understanding strategic change and the practice of managing strategic change.

Copyright © 2006 John Wiley & Sons, Ltd.