Titlebook: Management and War; How Organisations Na Joanne Murphy Book 2020 The Editor(s) (if applicable) and The Author(s) under, exclusive licence t

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Joanne Murphye for others. This chapter outlines a normative theory for the management of expectations in transitional justice. It suggests a three-step process to address the expectation problem. The first step builds upon and improves current expectation management strategies. In order to manage expectations t

怒目而视

red, marginalised, managed and co-opted by institutions in tThis book examines expectations for justice in transitional societies and how stakeholder expectations are ignored, marginalized and co-opted by institutions in the wake of conflict. Focusing on institutions that have adopted international

网络添麻烦

Introduction: Why It Matters,ions adapt to these environments is poorly understood. This book tells the often hidden story of organisational actors managing through violent conflict and building peace. It is written for both general readers and academic specialists, combining first-person interviews, insights from witness semin

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Framing an Understanding of Management and Warit situates this work firmly within the intellectual tradition of processual, context-orientated organisational research and draws on a number of theoretical approaches to better understand how organisational actors experience and manage through violent conflict. Lastly, it briefly outlines the meth

不成比例

Green Shoots: Driving Economic Renewalr cases: that of economic renewal. This chapter aims to provide some context for this activity and to illuminate the experiences of those focused on business development while navigating an environment of threat. In doing so it explores three main areas of endeavour. The first is a brief analysis of

Obstruction

Managing Space: Divided Places, Divided Communities the dilemmas and difficulties of managing space which is dictated by and sometimes designed around historic and ongoing conflict processes. In doing so, it looks at formal and informal urban and rural boundaries—sometimes known as ‘interfaces’—the management of flashpoints, historic places and the

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The Management of Memory, Heritage and the Artswith managing the past in environments where a lack of consensus can make such a task treacherous. It does this by drawing attention to three distinct but interrelated subsets of cultural administration. The first is the translation of cultural policy into public representations of history; the seco

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Non-governmental Organisations, International Networks and the Paradox of Assistanceectives help to explore these areas of activity. The first is state- and suprastate-sponsored assistance during processes of conflict stabilisation and recovery, including ubiquitous security sector reform which tends to run alongside conflict resolution initiatives. The second is the significance o