External Drivers Of Change Research Articles

Managing and developing suppliers: can SCM be adopted by SMES?

The aim of the research is to investigate whether it is possible for the smaller organization to undertake supplier development activities. A review of the literature identifies that the furniture industry, on which this paper focuses, has been overlooked in terms of supply-chain (SC) research. This research adopted a case-study approach, which included both with the lead organization (assembler/customer) and a number of their suppliers. Semi-structured interviews were conducted with various personnel within the lead organization and their suppliers. Company documentation and field notes were also employed. A three-stage model was used to communicate the different activities that the assembler employed in order to engage their suppliers. This model details the internal and external drivers for change and the outcomes in terms of approved suppliers and preferred suppliers, and eventually working towards strategic partners. The findings include the benefits of SC activities that the smaller organization can achieve, but also consider the issues around limited resources. The paper concludes that supply-chain management is appropriate for the smaller organization and recommends further testing of the generic model proposed by this study.

From Community-Based Resource Management to Complex Systems: The Scale Issue and Marine Commons

Most research in the area of common property (common-pool) resources in the last 2-3 decades sought the simplicity of community-based resource management cases to develop theory. This was mainly because of the relative ease of observing processes of self-governance in simple cases. However, this creates a problem. Whether the findings of small- scale, community-based commons can be scaled up to generalize about regional and global commons is much debated. Even though some of the principles from community-based studies are likely relevant across scale, new and different principles may also come into play at different levels. Cross-scale institutions (such as institutions of co- management) have something in common: they provide ways to deal with complex adaptive systems. They all pertain to various aspects of complexity, such as selforganizatio n, uncertainty, and resilience, and deal with the challenges of scale. Communities themselves can be seen as complex systems -- embedded in larger complex systems. Thus, community-based resource management needs to deal with cross-scale governance and external drivers of change, as I illustrate with examples of marine commons.

The alchemy of action learning

This paper examines the authors’ experiences as action learning set facilitators within a public sector organisation undergoing change. Our objectives were to assist in the identification of internal and external drivers for change and to work with the set to explore how people’s roles and responsibilities might be enhanced and developed in a changing context. The outcome of the involvement was the set’s effective advancement of operational and strategic ideas in a management forum to proactively advance the change process and to offer solutions to improve the direction and performance of the organisation.

Pastoralism in tropical rangelands: seizing the opportunity to change

The pastoral industry in northern Australia has been relatively stable over the past 100 years and has persisted despite a variable climate, uncertain markets and variable prices. However, change is occurring at a rapid pace and to stay economically viable and environmentally sustainable in the future the pastoral industry must deal proactively with the continuous cost-price squeeze and growing environmental awareness in society at large We contend that controlling these factors involves targeted intensification of effort to minimise costs, maximise opportunities to improve productivity, and demonstrated environmental standards to increase product value, building on the most effective use of new communications technologies, a better integration with the values of other inhabitants of the region, and processes from continuous learning. Pastoralists will also need to be ever vigilant about external drivers of change, over which they have no control, and be prepared to adapt early to cope with these external influences.

Dreaming reality: a map for seeing the future

This paper attempts to provide a number of strategic reference points for individuals and organizations seeking a clearer view of the future. These reference points plot a course that starts with the surfacing of underlying philosophies and ends with the melding of foresight with strategy. Underpinning these reference points is the belief in achieving balance between our understanding of “the inner self” and external drivers of change. This paper draws together a number of well‐developed theories and concepts as a way of linking both insight and practice.