Pathways to the Enabling State: Changing Modes of Social Provision in Western Australian Community Services

Earles, Wendy; Moon, Jeremy

doi:10.1111/1467-8500.00176

Cited by 9 publications

(3 citation statements)

References 9 publications

(14 reference statements)

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“…This is often in the form of "social" partnerships with non-profit and for-profit organizations (Waddock 1988;Moon and Sochacki 1998). Though some of these are premised on market and contractual relations (Cashore 2002;Earles and Moon 2000), others (which fit into citizenship models) are based on reciprocity and consensus-building (Moon and Willoughby 1990;Orts, 1995;Renn, Webler and Wiedemann 1995;Ronit 2001). These have brought non-profit organizations such as NGOs, pressure groups, or societal associations into governance roles (e.g., in the delivery of social services for which governments retain legislative and fiscal responsibility).…”

Section: Participation In Governingmentioning

confidence: 99%

Can Corporations be Citizens? Corporate Citizenship as a Metaphor for Business Participation in Society

Matten

Moon²,

Crane³

2005

Bus Ethics Q

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387

203

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Abstract:This paper investigates whether, in theoretical terms, corporations can be citizens. The argument is based on the observation that the debate on “corporate citizenship” (CC) has only paid limited attention to the actual notion of citizenship. Where it has been discussed, authors have either largely left the concept of CC unquestioned, or applied rather unidimensional and decontextualized notions of citizenship to the corporate sphere. The paper opens with a critical discussion of a major contribution to the CC literature, the work of Logsdon and Wood (Wood and Logsdon 2001; Logsdon and Wood 2002). It continues with a consideration of the nature and role of metaphors for business and of the contestable nature of the political concept of citizenship. It evaluates corporations as citizens through a four-dimensional framework of democratic citizenship offered by Stokes (2002). The analysis suggests that corporations do not easily fit the “liberal minimalist” model of citizenship. It finds, however some possibilities for fit with the three more participatory models. The paper concludes by cautioning against basing corporate citizenship on legal and administrative status or identity, and mapping out specific criteria by which we might determine whether corporations could be considered as citizens by virtue of their participation in processes of governance.

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Section: Participation In Governingmentioning

confidence: 99%

Can Corporations be Citizens? Corporate Citizenship as a Metaphor for Business Participation in Society

Matten

Moon²,

Crane³

2005

Bus Ethics Q

Self Cite

387

203

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“…Since the early 1990, public sector change has been inevitable due to economic, institutional, political, and ideological pressures (Azzone and Palermo, 2011). Public sector reform in Australia was the central of focus since 1983 (Mascarenhas, 1999) Although partnership between public, private and not‐for‐profit sector in delivering public services has a long history in Australia, a sense of “antagonism” and “distrust” among this trilogy are common (Butlin et al , 1982; Quiggin, 1999; Earles and Moon, 2000; Lyons, 2003; Keast and Brown, 2007, p. 2). Understanding the nature and practices of relationships involving multiple groups during a change in the Australian government sector is still much unexplored (Keast and Brown, 2007).…”

Section: Introductionmentioning

confidence: 99%

Impact of group dynamics on eservice implementation

Hossan

Dixon

Brown

2013

Journal of Organizational Change Management

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Purpose -The purpose of this article is to re-appraise the significance of Lewin's group dynamics theory empirically in the context of technology related change in local government. Design/methodology/approach -The paper examines qualitatively the change management processes in the five city councils selected for this study that have developed eservices. A total of 23 face-to-face, semi-structured interviews were conducted with key managers of participating city councils. Findings -The present study finds that participating Australian city councils are experiencing some degree of disconfirmation of functions, while some participating Australian city councils still maintain a quasi-stationary equilibrium state. There are some challenges in terms of inter-department integration and empowering business units to demonstrate explicit ownership of Eservices adoption. Empirical evidence presented in this study supports Lewin's argument that the main focus of change should be on group behaviour rather than individual behaviour. Research limitations/implications -This study covers five organizations that are from the same geographical proximity and metropolitan area. The findings are limited to government organisations. Practical implications -The findings of this study would be useful for facilitating technology oriented change in public sector organisations. Originality/value -This paper reinforces Lewin's argument that to understand change and the individual in the changing organisation, it is necessary to identify, plot, and establish the dynamics of the group. Some insights are provided regarding the complexity of group dynamics and the impact they have when implementing organisation wide-change.

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“…3 This section draws uponMoon (2002a). Empirical illustration for the changes which do not fall into the CSR category can be found inEarles and Moon (2000) andMoon (1999). 4 This approach of distinguishing actors and modes enables us to unpack what is conflated by Lindblom in hisPolitics and Markets (1977).…”

mentioning

confidence: 99%

The role of corporate social responsibility in gender mainstreaming

Grosser

Moon

2005

International Feminist Journal of Politics

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This article investigates the possibilities of corporate social responsibility (CSR) advancing gender mainstreaming. With the expanding role of the private sector in national and global governance systems, the issue of corporate accountability on social (including gender) issues has become increasingly important. We argue that despite some limitations, CSR provides an important new political space where tools for such accountability are being developed. We describe how CSR now extends beyond the traditional 'business case' to encompass new governmental and social drivers. We examine the limitations of the gender content of CSR processes and tools and argue that increased participation by women's organisations in this field is necessary if gender equality is to be addressed by all the main actors in emerging new systems of societal governance.---

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Pathways to the Enabling State: Changing Modes of Social Provision in Western Australian Community Services

Cited by 9 publications

References 9 publications

Can Corporations be Citizens? Corporate Citizenship as a Metaphor for Business Participation in Society

Can Corporations be Citizens? Corporate Citizenship as a Metaphor for Business Participation in Society

Impact of group dynamics on eservice implementation

The role of corporate social responsibility in gender mainstreaming

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