The "new" in new economy means a more stable and longer growth, with more jobs, lower inflation and interest rates, explosion of free markets worldwide, the unparalleled access to knowledge through the Internet and new type of organization which affects organizational change. Organizational change is the adoption of an organizational environment for the sake of survival. Namely, the old principles no longer work in the age of Globalization. Businesses have reached the old model's limits with respect to complexity and speed. At the same time, the challenge which new economy brings to small businesses managers is the use of new business approach and the strong will for organizational changes and adaptation to global market demands. There are several types of organizational changes that can occur- strategic changes, organizational cultural changes; involve organizational structural change, a redesign of work tasks and technological changes. In line with these changes, there is strong expectation of employee to permanent improve their knowledge and become an integral part of successful business formula in order to respond to the challenges brought by the global economy. It means a request for learning organization which is characterized as an organization creating, gaining and transferring the knowledge, and thus constantly modifying the organizational behavior. Reader will refine their theoretical understanding of globalization by studying its concrete manifestations in three domains: organizational culture, behavior, and gender.

Educational Transformation is a discussion of the advancement of higher education for the betterment of the human condition and sustainability of the planet. The authors are fully committed to this mission and have addressed elements in this book which will assist likeminded professionals in their contributions toward human advancement. Akamai is dedicated to the betterment of the human condition and sustainability of the planet.

This book explores different topics in the field of female entrepreneurship, such as motivational factors of female entrepreneurs, career perspectives of women, social female enterprises, tourism and hospitality, and emotional and institutional support of female entrepreneurial initiatives in the perspective of different transitional countries.

The present study exploratively investigated the role of organizational culture in performance management practices in Kenyan higher education institutions. Specifically, the influence of organizational culture on the purpose and extent to which performance information is used was explored. Qualitative interviews were conducted followed by quantitative surveys, which were filled out by teaching and non-teaching staff in various universities in Kenya. The findings provide evidence of linkages between performance information use, diversity of measure and organizational culture. It has been established that, depending on whether flexibility or control values are dominant in the culture of an institution; performance information is used in varying ways. Institutions where flexibility values were dominant in their organizational cultures used performance information for attention focus, monitoring and decision making to a higher extent than universities where control values were dominant. Institutions where Flexibility values were dominant also showed a more diverse set of performance measures than in those where control values were dominant.

An engaging contribution to the increasing body of knowledge about gender and organizations, Gender, Culture and Organizational Change examines gender-based inequality in organizations and considers how sexual and social relations between women and men based on sexuality, power and control determine the cultures, structures and practices of organization and the experiences of men and women working in them. Gender, Culture and Organizational Change represents a decade of experience of managing change and implementing theory in public sector organizations during a period of major social, political and economic transition and analyses the progress that has been made. It expands to make wider connections with women and trade unions in Europe and management development for women in the "developing" countries of Africa and Asia. It will be valuable reading for students in social policy, gender studies and sociology and for professionals with an interest in understanding the dynamics of the workplace.

With the globalization of work and technological advancements in recent years, and with emphasis on service quality today, organizations have changed. Virtual work has emerged as the new employment relationship and has been embraced by employees and employers in many industries. This book explores the dynamics of changing organization structures, theories of leadership and trust, and how dimensions of self-efficacy works in this new work relationship. Organizational Behavior and Virtual Work: Concepts and Analytical Approaches shows the enormous impact of technology and globalization on employment relationships and also predicts how they will contribute to the changing dimensions of organizations in the future. With a unique blend of theory and application in the real world of virtual workers, the book presents the most recent research and developments in the relatively new and still emerging area of virtual work. It takes an in-depth critical look into the key factors affecting the virtual work environment with practical inputs of suggestions and recommendations. With the objective of presenting information about this new work scenario, this book attempts to unfold important human behavior processes in organizations. The volume presents a rare combination of the necessary concepts of human behavior in organizations along with the results of research in the field and also makes practical recommendations on virtual work programs. Key features include a unique blend of research with organizational behavior concepts and practical recommendations for workers, managers, and business executives.

A Restorative Approach to Family Violence looks back at an early and successful demonstration of a family and culturally based model to stop severe family violence. This conferencing model, called family group decision making, was applied by three diverse Canadian communities—Inuit, rural, and urban—to the benefit of child and adult family members. Narrative inquiry identifies how engaging the family and relatives resets the narrative from misrecognition to recognition of their competence and caring. Family violence poses some of the most long-term and controversial questions in restorative justice. Should we use a restorative approach to stop gendered and intergenerational harm? Or will bringing together those who have been harmed, those causing harm, and their supporters only incite more violence? Underlying these questions is a profound distrust of families and their cultural networks. This distrust has stalled turning away from carceral interventions that particularly harm minoritized communities. Moving forward in time, the volume identifies blocks to trusting families and their cultural networks and means of circumventing these blocks. The book offers a theory of feminist kin-making to comprehend the restorative process and gives practical guidance to restorative participants, practitioners, policy makers, and researchers.