International Policies on Disability Comparison

International Policies on Disability Comparison Aging and Disability Task 4 Comparing international developments to New Zealand’s policies and practices, in relation to disability and aging. 4.1 International policies on disability from New Zealand, Canada and the United Kingdom New Zealand According to the New Zealand Disability Strategy it is a long term plan to change the way New Zealand society works with people with disabilities. The strategy was developed through consultations with people with disabilities to gain insight in what they need and from people who have been working closely in the disability sector because they provide real and valuable insights in what needs to be addressed in order for New Zealand to become a society where disabled people are included in every aspect of community life. According to the strategy New Zealand can be said as in inclusive society for disabled people when disabled persons can say that they live in† â€Å"A society that highly values our lives and continually enhances our full participation.† This are the Objectives: To encourage and educate for a society that is non-disabling To ensure that rights of disable people are upheld To provide disabled people the best education possible To provide employment and economic development opportunities for disabled people To promote leadership by disabled people To foster an aware and responsive public service for disabled people To create a long term support system centred on the individual and not on the disability To support quality living in the community for disabled people To support lifestyle choices, recreation and culture for the disabled individual To collect and use any relevant information about disabled people and issues relating to disability To promote and enhance participation of disabled Maori To promote and enhance participation of disabled Pacific people To enable disabled children and youth to lead active lives To promote participation of women who are disabled in order to improve quality of life To value families, whanau and people providing ongoing support to disabled individuals Canada In comparison to New Zealand where there is Disability Strategy, Canada does not have a specific disability policy for disabled people. Canada sees disability as a complex and multi-dimensional condition wherein the combination of all the effects of disability in a person’s life is addressed in different legislations in Canada. This includes: Canadian Human Rights Legislation, The Charter of Rights and Freedoms, and the Universal Health Care System which all have different policies regarding people with disabilities. Under these agencies, there are ten areas of policy classification in relation to people with disabilities. These ten areas are: General disability Transportation Employment Housing Education Participation Income replacement Recreation and leisure Taxation Health This ten areas explores the important aspects of the lives of people living with disabilities which follows a needs-based approach. It examines the fundamental needs of the persons with disabilities which is also something similar to the Disability Strategy of New Zealand. It aims to explore the personal fulfilment of people living with disabilities through learning, working and participating in their own community. United Kingdom In the United Kingdom they follow an internationally recognized benchmark set by the United Nations Convention for persons with disabilities in all areas of their life. Unlike New Zealand and Canada which has ten goals or benchmarks, the United Kingdom has only 5 benchmarks which are: the right not to be discriminated against the right to employment the right to health the right to equal justice the right to participate in culture In July 2009 the government of the United Kingdom ratified the Convention set by the United Nations, this meant that they agreed to be bound by the terms of the Convention and to follow and implement its benchmarks. International policies on aging from New Zealand, Canada and the United Kingdom New Zealand Heath of Older People Strategy New Zealand’s Health of Older People Strategy aims for older people to be able to participate in their fullest ability in decisions about their health and wellbeing. This also includes the health and wellbeing of their carers or families and their life in the community. Support through coordinated and responsive health and disability support programmes are provided for them. The Health of Older People Strategy has eight objectives which are: New Zealand’s Health of Older People Strategy outlines policies, strategies, guidelines and how funding will be provided in the care of older people. The strategy has eight core objectives: Older people and their family/whanau are able to make well-informed choices on their options for a healthy living, healthcare and their support needs. Quality health and disability support programmes will be integrated around the needs of older people and they will be helped by policy and service planning. 3. The funding and service delivery will provide promotion of prompt access to a quality integrated and disability support services for older people, their family or their carers. 4. The health and well-being of older people will be promoted through programmes and health initiatives. Older people will have access to primary and community based health services that will promote and improve their health and functioning. Access to health services in a timely mainly to improve and maintain the health of the older people. Integration of general hospital services with any community based care and support. Older people that has high and complex health and disability needs shall be given access to flexible, prompt and well-coordinated services and living options that will take into consideration the needs of their family and carers. Positive Aging Strategy Ministry of Health Another policy on Aging that New Zealand have is the Positive Aging Strategy by the Ministry of Social Development. It has a vision wherein New Zealand is a society where people can age in a positive manner, where the elderly are placed in high esteem and value and where they are recognised a core and important part of the family and the community. It continues to state that positive ageing is a reflection of the attitudes and experiences of the elderly about their own selves and how the younger generation of people view ageing and that includes how they view their own ageing as well. The New Zealand Positive Ageing Strategy helps promote and reduce barriers experienced by older people. They also improve services that older people can access. They have Ten Goals which are: Income provide adequate income for older people Health fair, prompt and accessible health services for older people Housing provide an affordable and proper options for housing to older people Transport provide transport services that older people can afford and have adequate access to Ageing in the community older people can be safe and secure as they age within the community Cultural diversity older people are given choices that are appropriate for cultural diversity in the community Rural services when accessing services in the rural communities, it will ensure older people are not disadvantaged Positive attitudes to ensure and propagate awareness so people of all ages have a positive attitude towards ageing and older people. Employment opportunities it aims to eliminate ageism and promote work opportunities that have flexible work hours for older people. Personal growth and opportunities to increase opportunities for personal growth for the older people The positive ageing strategy of New Zealand takes in to account the health, financial security, independence, personal safety, self-fulfilment and the living environment of the elderly in New Zealand. Canadian Policies on Ageing Like New Zealand, Canada has a long history of policies and programmes that is aimed at serving the elderly in Canada. The responsibility for policies and programmes in addressing the needs of the elderly is a shared responsibility between the federal and provincial/territorial levels of the government in Canada. The majority of the income security programmes are provided the federal government. The National Framework on Ageing Canada’s National Framework on Ageing has a vision which is the promotion of the wellbeing and contributions of all the elderly Canadians in all areas of their lives, the promotion of the wellbeing of seniors, recognising their valuable and important contributions to society and the reflection of the goal of eliminating ageism in the culture in all sectors of Canada. Canada’s National Framework on Ageing has 5 Principles which are: Dignity Independence Participation Fairness Security United Kingdom policies on Ageing National Health Service In the present the aging population in the United Kingdom much like the aging population in New Zealand and Canada, is steadily increasing and therefore it goes to say that health or care needs has been rising and that older people have now become the biggest users of health services. This aging trend now holds new responsibilities for the NHS and social care services in helping the elderly stay in a state of health, be active and as independent as possible for as long as possible. The United Kingdom’s healthcare system is much New Zealand’s. Under the NHS are districts and there are district health authorities that are the ones providing funding for health care for the elderly in their respective districts. Referrals for specialists for elderly patients are made by General Practitioners, so patients under the NHS can’t directly access these specialists. Emphasis has been placed on primary care regarding policies of ageing in the United Kingdom. But unlike New Zealand and Canada which has a national plan for service planning for the ageing population, the United Kingdom has no such national planning service but instead the Department of Health sets out the priorities on a yearly basis. 4.2 International service delivery policies on disability (ACTS) from New Zealand, Canada and the United Kingdom New Zealand Disability Support Services In New Zealand the Disability Support Services is responsible in the planning and funding of disability support services, the administration of the Intellectual Disability (Compulsory Care and Rehabilitation) Act 2003. They also provide advice on policies to the Minister of Health. The services that are being funded by the DDS are accessed through a (NASC) Needs Assessment Coordination service. NASCs are contracted to the DDS, they are organizations that work with people with disabilities and help identify what they need and to outline what types of disability support services are available to them. They are also responsible for allocating Ministry funded support services and they also assist the disabled people with accessing other support services that they may need. The main focus of the Ministry of Health’s Disability Support Services is based on the New Zealand Disability Strategy: Making a World of Difference – Whakanui Oranga. According to this document its aim is ensuring that disabled people are able to live in a society that puts a high value on their lives, works in improving their participation in their own communities and ensures that their needs are considered before making any decisions that will affect them will be made. Canada At present there are no Disabilities Act in effect in Canada, though according to my research political parties often promise such would be legislated but have still not been acted upon. Though they have no such disabilities act Canada has an alliance called the Canadian Disability Policy Alliance which is a national collaboration of disability researchers, organizations within the community, provincial as well as federal policy-makers which is aimed at creating and mobilizing knowledge to improve the disability policies in Canada and to promote equality and create opportunities for disabled people in Canada. They are being funded by the Social Science and Humanities Research Council for a period of 5 years. In five years, they will need to address four policy areas: Employment Education Citizenship Health Services United Kingdom In the United Kingdom unlike New Zealand, they follow the United Nations Convention. Since they have ratified this the Convention now expects the United Kingdom government to involve people with disabilities in the development of any and all policies that will have an effect on them. The Equality Act of 2010 was enacted on 1 October 2010, this aims in protecting the people with disabilities and prevent any form of discrimination against them. The Act provides people with disabilities legal rights in the areas of: From 1 October 2010, the Equality Act 2010 aims to protect disabled people and prevent disability discrimination. It provides legal rights for disabled people in the areas of: education employment access to goods and services functions of public services buying and renting property In the United Kingdom the Equality Act also covers and provides the rights of people to not be discriminated directly or harassed just because they have an association with a person with disability. This applies to a carer or a parent of a disabled person. Adding to this, people must not be directly discriminated against or harassed just because people have the misconception that they are disabled. Also protected by this Act are people who were disabled in the past. But in New Zealand the policies regarding disabled peoples protection are specifically for disabled people alone against discrimination and there is a separate policy for non-disabled people against discrimination. International service delivery policies on aging from New Zealand, Canada and the United Kingdom New Zealand In New Zealand, Service Delivery Policies includes care services on a long term basis in both the residential and in the home setting. Service Delivery Policies include long term care services in both residential and home settings. It aims to provide a high quality, affordable, sustainable and timely access to services that are being funded through their own respective District Health Boards. Under the Social Development sector, a retirement income such as Superannuation is provided to New Zealanders over 65 years of age. There is also a veteran’s pension available for people who have served in the military. Other range of services available to older people includes financial assistance like Gold Card, Accommodation Supplement, and reduced cost in fees for their doctors, and a form of medication subsidies. Canada In Canada they have a national health care insurance program called â€Å"Medicare†. This program is under the Health Care Act, which is a publicly funded system in Canada with an interlocking set of 10 provincial and territorial plans. This act provides the older people access to hospital and physician services all the time. There are also other services the older Canadians can access which are: Canada Pension Plan (CPP) Old Age Security (OAS), pension for over 65 Guaranteed Income Supplement Spouse’s Allowance (1975) One other contribution of the Canadian federal government is the funds allocated to the provincial health and social programmes through agencies such as Canada Health and Social Transfers. They also provide major allocations in funding for health care, health promotion, disease prevention and medical research. The National Council on Aging (NACA) since the 1980s has long been assisting and providing advice to the Minister of Health on issues relating to the ageing of the Canadian population and the quality in the life of the older Canadians. Through its institution, the government of Canada has recognized that it needs to meet the concerns of its elderly population that they needed to be informed especially by the elderly about what their needs and concerns are and how to improve their conditions. United Kingdom National Service Framework In the United Kingdom there is a National Service Framework designed as a 10 year programme that contains eight standards that relates to services designed for older people. It covers a wide range of services of care that older people need. The frameworks standards represents essential principles which guarantee that care is based on the clinical need and not the age of the individual. It guarantees that services being provided treat the elderly as individuals, promoting their quality of life, their independence, their dignity and the elderly’s right to make their own choices and decisions especially regarding their own care. As early as January 1909, the United Kingdom (including Ireland) has a basic state pension known as the â€Å"Old Age Pension†. They also have travel concessions, allowances for winter fuel and housing assistance programs. 4.3 REFERENCES Ministry of Social Development. (2007). Older People. Retrieved from  http://www.msd.govt.nz/about-msd-and-our-work/publications-resources/corporate/statement-of-intent/2007/older-people.html Ministry of Social Development. (2001). Positive Ageing Goals and Key Actions. Retrieved from http://www.msd.govt.nz/about-msd-and-our-work/publications-resources/planning-strategy/positive-ageing/goals-and-actions.html Ministry of Health. (2002). Health of Older People Strategy. Retrieved from  http://www.health.govt.nz/publication/health-older-people-strategy New Plymouth District Council. (2010). Positive Ageing Strategy. Retrieved from  http://www.newplymouthnz.com/CouncilDocuments/PlansAndStrategies/PositiveAgeingStrategy.htm#nz Employment and Social Development Canada. (2013). Addressing the challenges and opportunities of ageing in Canada. Retrieved from http://www.esdc.gc.ca/eng/seniors/reports/aging.shtml Canadians with Disabilities Alliance. (2010). A Canadians with Disabilities Act?. Retrieved from http://www.disabilitypolicyalliance.ca/federal_policy_team/federal_canadianswithdisabilitiesact/canadians-with-disabilities-act.html JAQUELINE VILLAFLORES

A Stakeholder View of Strategic Management in Chinese Firms

INTERNATIONAL JOURNAL OF BUSINESS STUDIES VOL 15, NO1, JUNE 2007: pages 1 of 13 A STAKEHOLDER VIEW OF STRATEGIC MANAGEMENT IN CHINESE FIRMS Dr Xueli Huang1 Dr Scott Gardner2 Despite the fact that China has emerged as a driving force of the world economy over the last decade, little research has been undertaken into how Chinese firms strategically manage their businesses. This paper develops a theoretical framework of strategic management in the Chinese firms through reviewing and synthesising five strategic perspectives that are relevant to the Chinese context: the Industry Structure View (ISV), Resources-Based View (RBV), Institutional View (IV), Relational View (RV), and Stakeholder View (SHV). We elaborate the relevance of the SHV in the Chinese context and its relationships with other strategic perspectives. Finally, we offer several managerial and research implications based on the theoretical framework developed. Key Words: strategic management, Chinese firms, stakeholder perspective I. INTRODUCTION One of the most significant developments in the global economy is the re-emergence of China as a major driving force of the world economy. Since the implementation of the open-door, market-oriented policies in 1979, China has quadrupled its GDP and sustained a significant average growth rate of over 9 per cent. The foreign direct investment (FDI) in China in 2004 amounted to US$ 60 billions, making China the biggest FDI destination country over three consecutive years from 2002. Chinese organisations now compete fiercely in domestic markets, and the international trade arena, with the value of China’s international trade accounting for over 70 percent of its GDP in 2004. The Chinese have also expanded their business operations to other countries as illustrated by the recent examples such as the Levono, China’s largest Personal Computer (PC) manufacturing company, acquiring IBM’s PC division, and the unsuccessful bid of China National Offshore Oil Corporation (CNOOC), China’s third largest oil company, for Unocal, the ninth largest oil company in the USA. Despite the important role played by the Chinese economy in general, and Chinese firms in particular, in the global economy, China has been considered as one of the most underresearched regions in the world (Tsui, Schoonhoven, Meyer, Lau, & Milkovich, 2004). Although interest from executives, academics and media on Chinese business matters has 1 Dr Xueli Huang is Senior Lecturer at the School of Management, Edith Cowan University. Email: x. [email  protected] edu. au 2 Dr Scott Gardner is Associate Professor at Murdoch University. Email: s. [email  protected] edu. au 1 A stakeholder view of strategic management in Chinese firms increased dramatically over the past several years, little research effort has been devoted to studying the strategic management of Chinese organisations. This paper investigates strategic management in Chinese organisations. In doing so, an attempt is made to integrate the current literature on strategic management, focusing on the two dominant perspectives of the past twenty years: the Industry Structure View (ISV) (Porter, 1979) and the Resource Based View (RBV) (Barney, 1997; Prahalad & Hamel, 1990; Wernerfelt, 1984). It also examines Post, Preston and Sachs’ (2002) conceptual schema of complementary perspectives for strategic analysis of 21st century corporate environments – the Stakeholder View (SHV). In attempting to make sense of increased strategic complexity and the central role of networks of human relationships in shaping economic activity in Eastern (notably Chinese) and Western markets, our analysis will call upon the ISV, RBV and SHV with additional reference to other contemporary strategic perspectives including the Relational View (RV)(Dyer & Singh, 1998), and the Institution-Based View (IBV) (Peng, 2002). By focusing these lenses on how business is conducted in the cultural context and commercial environment of China, this paper aims to: 1) enhance understanding of why and how the strategic behaviours of Chinese managers differ from those of Western managers? 2) explain why the SHV is relevant to Chinese management practice; and 3) develop an integrated theoretical framework that can be used for guiding future research into the unique characteristics of strategic management in Chinese organizations. II. LITERATURE REVIEW The Industry-Structure and Resource Based Views How firms behave and what determines a firm’s performance in international competition are two of four fundamental issues in strategic management (Rumelt, Schendel, & Teece, 1994). Searching for sources of competitive advantage has been a key theme for strategy researchers and business managers over the past five decades. Consequently, a number of strategic management views or thoughts have emerged that explain either sources of competitive advantage or how firms form strategy (Mintzberg, Ahlstrand, & Lampel, 1998). The ISV and RBV are two prominent views that have endured in the literature and in practice despite significant reconfiguration of global market boundaries and technologies over the decade to 2006. The fundamental assumption of ISV proposed by Porter (1979) is that a firm’s performance is primarily determined by the environment, including both macro environment and industry environment within which it operates. These two broad sets of environmental factors heavily influence the attractiveness of a position for a firm to occupy. As such, a firm uses its market power, or in Williamson’s (1991) terms, ‘ strategizing’, as a primary means to generating supernormal returns or achieving competitive advantage. The second prominent perspective of strategic management is the RBV proposed by Wernerfelt (1984) and subsequently developed by strategic scholars, most notably by Barney (1986; 1997), Rumelt (1984) and Teece and his colleagues (1997). The RBV 2 International Journal of Business Studies argues that a firm’s competitive advantage is primarily based on the heterogeneity of the key resources and capabilities it owns or controls, particularly those that are difficult to mobilise. It is the heterogeneity and immobility of these unique resources and core competence that earn a firm’s supernormal rents. In Williamston’s term, firms adopting this approach are ‘economizing’ (Williamson, 1991). Although the RBV has been widely used in strategic literature, its contribution to the theoretical development has been recently challenged (Priem & Butler, 2001). The Relational and Institution-Based Views Although these two schools of strategic management mentioned above have contributed significantly to understanding of the firms’ strategic management practices and behaviours, the quest continues. Recent effort devoted to this area has resulted in several promising and interesting developments over the past decade which are relevant to the study of strategic management in Chinese organisations, including the Complex Response Process View (CRPV), (Stacey, 2003), Relational View (RV) (Dyer & Singh, 1998), Institution-Based View (IBV) (Peng, 2002) and, more recently, the Stakeholder View (SHV) by Post, Preston and Sachs (2002b). There are considerable overlaps across these views that attempt to balance the long standing use of high level and rational industry analysis to explain firms’ strategic behaviours, within a defined marketplace, with a more dynamic, processual, and ultimately political view of strategy. This is focused on human motives and interactions within inter-connected, local, national and global networks or constituencies. The Relational View (RV) (Dyer & Singh, 1998) proposes that firms can achieve abovenormal returns through profiling and actively managing their network of relationships with other business organisations, particularly with suppliers and users. Dyer and Singh (1998) also outline four mechanisms through which these inter-organizational relationships can generate competitive advantage. They are: 1) investing in relationspecific assets to gain productivity in the value chain; 2) substantial knowledge exchange, or sharing between participating organisations to enhance inter–firm organisational learning; 3) leveraging the complementary resources and capability of alliance partners to develop new products and services; and 4) using effective governance to reduce transaction costs. As Dyer and Singh (1998) argue, one of the major benefits of this view is that it extends the unit of analysis for sustainable competitive advantage from a single firm (RBV) or single industry (ISV) to a network of inter-organizational relationships. The RV can be regarded as a middle range theory as it only focuses on a limited number of concepts (Neuman, 2003). Another recently developed view that is relevant to the studies of strategic management in Chinese organizations is the institution-based view (IBV) (North 1990; Peng, 2002). This view attempts to explain why the strategic decisions of apparently similar firms in different countries vary, and considers institutions as a new set of independent factors, besides a firm’s resources and its industry structure, that influence its strategic choices. According to North (1990), institutions are â€Å"the rules of the game in the society†. More specifically, Scott (1995) refers to institutions as â€Å"cognitive, normative, and regulative 3 A stakeholder view of strategic management in Chinese firms structures and activities that provide stability and meaning to social behaviour†. Thus, institutions help identify what strategic choices are acceptable and supportable, reduce uncertainty, and provide consistency to firms. Based on this view, therefore, institutional factors constrain the choices a firm can make, and are often considered in the strategy literature as part of the environment under which organisations operate. Organisations in different countries behave differently because the political and legal systems, social norms and values vary from one country to another, and these are important elements which influence strategic decisions. In other words, the institutional framework, as defined by Davis and North (1970) as â€Å"the set of fundamental political, social and legal ground rules†, in different countries influences firms’ strategy and consequently their performance. The IBV has shed much light on our understanding of strategic behaviour of firms in different countries, and could be good platform for developing new theoretical perspectives that are pertinent to the emerging business culture of China. (Peng, 2005). The Stakeholder View A more recent development in strategic thinking is the stakeholder-based view (SHV) (Post, Preston, & Sachs, 2002b). In line with the institution-based view, the SHV recognizes the important role played by political and social arenas shaping organisational decision making and performance. Post, Preston and Sachs (2002) build on this broad position, arguing that organisations, and particularly powerful multinational corporations, need to actively develop, maintain and manage relationships with their key stakeholders, including governments and communities. This proactive cultivation and long term management of strategic relationships contrast to the IBV, which suggests passive conformance to the rules. It is however quite consistent with management as understood and practiced in Chinese business networks. It therefore deserves more detailed discussion and elaboration in this paper. According to Post, Preston and Sachs (2002) the stakeholder view holds that â€Å"the capability of a business enterprise to generate sustainable wealth, and hence long-term value, is determined by its relationships with critical stakeholders† (p. 1). There are two primary, but implicit, assumptions on which the SHV is based. First, a firms’ sustainable and long-term value is determined by three broad types of factors: industry structure, resource base, and social and political setting. It combines the external and internal environments of the firm, and human relationships within its immediate sphere of operations and broader constituency as lo ci for analysis. Second, within this broad constituency there are critical stakeholders whose relationships with the focal firm influence its performance either positively or negatively, (See Figure 1). Thus, the authors (Post, Preston, & Sachs, 2002a) argue that the SHV both integrates the industrystructure view and RBV into a broader analytical framework for understanding strategic decisions and actions, and complements them through a broader understanding of how the industry position, resources and firm performance are affected by social and political factors. International Journal of Business Studies Figure 1 The stakeholder view of the corporation (Post, Preston, & Sachs, 2002, p. 55) The theoretical foundation of the SHV can be traced back to the stakeholder theory popularised by Freeman’s seminal work on stakeholder management and its ethical implications (Freeman, 1984). Since then, the stakeholder concept as a significant element in strategic management theory and practice has been widely used in varied settings, including the public sector and not-for-profit organizations in the USA and various European contexts. Following Freeman’s discussion of the purpose and ethical considerations of stakeholder management, Donaldson and Preston (1995) proposed three types of stakeholder theory: descriptive, instrumental and normative. Descriptive stakeholder theory attempts to describe and explain specific characteristics and behaviours of business organisations, instrumental theory is used to identify the connections between stakeholder management and organizational performance often where profit motive or advantage over rivals are dominant considerations, whilst normative theory focuses on the interpretation of corporate functioning, including moral and philosophical guidelines for operations and management (Donaldson & Preston, 1995). Based on this typology of stakeholder theory, instrumental motives and the quest for competitive advantage through stakeholder management appear to have dominated in the literature over the past fifteen years. However this has been offset to a certain extent in recent years by an increased focus in the literature on the role of stakeholders and stakeholder management in the practice and adoption of corporate social responsibility by US and European multinationals (Laszlo, 2003; Sirgy, 2002; Vogel, 2005). In common with other major US based stakeholder theorists, Post, Preston and Sachs (2002) widely disseminated notion of the SHV has been developed primarily from observations of the characteristic management behaviours within a small number of large US and European based multinational corporations, which they refer to as â€Å"large, complex enterprises† (p. 9), citing examples such as Motorola, Shell, and Cummins Engine Co. The reasons for adopting this particular case-based research method is that it 5 A stakeholder view of strategic management in Chinese firms equires an in-depth and comprehensive understanding of the organisations under study, and that the development of the relationships with its critical stakeholders is often evolutionary and path-dependent. Summarising the strategy perspectives discussed above, an integrative framework can be proposed as shown in Figure 2. Figure 2. An integrative model of strategic management in the Chinese organisation Is the SHV pers pective appropriate for understanding and explaining strategic management in Chinese organisations? Whilst the SHV ocuses on the relationships with key stakeholders and its impact on the long-term organisational wealth, many have observed that unique business relationships, or Guanxi, have been based on characteristic behaviour of Chinese managers. Thus, there is a coincidence between the SHV theory and Guanxi practice in China. Using the distinction provided by Argyris and Schon (1978) between theory and practice, one could wonder if the SHV is a theory espoused and consciously enacted by Western managers in recent years, but imbued in Chinese business practices for many centuries. As stated by Donaldson and Preston (1995), how stakeholder theory is understood varies from country to country, even in the highly developed market capitalist economies, of the USA, Europe, and Japan. The current Chinese context, in an economic, and more so, social and political sense, is vastly different from those of Western countries. Therefore, it is helpful at both a conceptual and practical level to examine how and why stakeholder management is practiced by Chinese firms. In the following section, we attempt to explain strategic behaviours of Chinese business practitioners, particularly the relationships between stakeholder management and other 6 International Journal of Business Studies dominant strategic views through examining the Chinese business settings and making use of the theoretical insights offered by the SHV. III. THE RELATIONSHIPS BETWEEN STAKEHOLDER MANAGEMENT AND OTHER STRATEGIC VIEWS IN THE CHINESE CONTEXT Although the five strategic views mentioned above have been largely developed independently, a close examination of these views reveals that overlaps exist between some of them. In the following subsections, we focus our discussion primarily on the relationship between the SHV and other views. Stakeholder management and resource-based view in the Chinese business setting Based on the RBV, an organisation can generate supernormal rents through the identification, acquisition, and use of its resources that are valuable, rare, difficult to imitate and non-substitutable (Barney, 1991). Although human resources have been considered as one of the four major categories of resources within the firm, RBV has not looked beyond the properties of these resources. The focus of this view is primarily internal with little attention who, outside the firm, can influence the processes of resource access, acquisition and use. The relationship between organisational performance and external resources has been convincingly elaborated by the resource-dependence theory developed by Pfeffer (1978). According to the resource-dependence theory, the organisation relies heavily on its external stakeholders for key resource inputs to survive and prosper. For Chinese organizations, there is considerable dependence on external stakeholders for resource acquisition and use. Typically these external bodies or parties would be partly those with authority for either allocating resources, such as governments and banks, or influencing resource acquisition and use, such as taxation departments, or Bureau’s of Industrial and Commercial Administration, which can exercise considerable discretion within the broader legal and regulatory framework impacting Chinese business contexts. One particular point in case is the role of the Chinese government. Historically Chinese governments have controlled much of the national wealth and resources, and been heavily involved in making economic decisions. For example, most of major investment decisions in the state-owned enterprises have been directly influenced by the Chinese governments. Moreover, anecdotal evidence, either from public media or the word of mouth conventional wisdom in China, suggests that cultivation of relationships with Chinese banks, other business entities and their employees, are important to support financing, timely information sharing and sourcing critical materials for business enterprises. Stakeholder management and the market-based view Establishing a strong market position in China is very difficult because Chinese markets, even market segments, are usually big due to its large regional population bases. The well-established, and usually large, state-owned enterprises also make it harder to operate competitively for new comers in the Chinese markets. Although many new business 7 A stakeholder view of strategic management in Chinese firms opportunities are continuously emerging, most of them are still heavily regulated by the Chinese governments. The governments can help and/or deter market position building through licensing (e. g. , taxi industry, iron ore importing), investment approvals (e. g. , steel mills), and issuing permits for key capital intensive activities such a commercial building and large scale infrastructure projects, whilst similar practices of these can also be observed in Western countries, the licensing and approval processes in China are often opaque and leave much room for discretion by government officials. Stakeholder management and institutional view As discussed above, the legal and political settings in China have profound influence on the strategies pursued by Chinese organisation. The legal systems in China have traditionally been loosely configured and left much room for interpretation. Chinese laws are usually not well codified and difficult to reinforce (Ahlstrorm & Bruton, 2001). Moreover jurisdictional boundaries between the governmental departments at the same level or governments at different levels often overlap. Therefore, favourable relationships with Chinese regulatory authorities can have a positive impact on the organisation’s performance. With regards to the political setting in China, the long history of feudalism in China from 221BC to 1912 has consistently shown a close link between political power and economic wealth. With the prevailing feudal system, political power was centrally controlled by the emperor and his royal family with business enterprises in China relying heavily on their government (emperor and royal families) for survival or prosperity. Coupled with the loose legal systems, favourable relationships with the Chinese government or royal family have traditionally been considered extremely important for business organisations to maintain their survival and growth. Modern Chinese history shows similar patterns of a close link between the government and business entities. Even after the Chinese communist party took over the power in 1949, the Chinese government controlled most of the country’s wealth. Many Chinese large enterprises are still state-owned. Therefore Chinese governments have been heavily involved in economic activities at both industry and firm levels over the past five decades. Developing a favourable relationship with various government departments and doing business under their authority or with their help, is still considered one of the most profitable courses for Chinese businesses to adopt in today’s global economy. It is good relationships with the government that help business organisations to grow and occupy a strong position in specific industries with provincial, national and international market penetration. This relational perspective on business and strategy has many historical and cultural precedents in China. Stakeholder management and relational view in the Chinese cultural setting Since the time of the Qin Dynasties Chinese culture has been dominated by Confucianism that stresses the importance of human relationships and harmony within a society. This requires that interpersonal relationships be appropriately arranged. The friendship (yi), which emphasized the mutually beneficial relationships between one and other, has been 8 International Journal of Business Studies egarded as one of the four characteristics of the fundamental tenet of Confucianism is humanity (ren). The central significance of these principles of friendship or egalitarianism has not waned in the Chinese recent history. In contrast, the Chinese Communist Party reinforced these ideas during the 1950s to 1960s, and more recently from the mid 1990’s to the present day, as a desirable social norm or virtue. At the business level, the Chinese governments have facilitated cooperation and collaboration among the state-owned enterprises in many business areas, such as new product development (Huang, Schroder, & Steffens, 1999). Frequent gatherings amongst businesses either through political meetings or economic activity among managers in China has also served to facilitate this collaboration and cooperation processes. Such institutional and cultural settings in China manifest in different behaviours including information sharing and informal governance, two of the four mechanisms suggested by Dyer and Singh (1998) which can be used by organisations to enhance their competitive advantage. It suggests that the strong cultural and institutional foundation that exists in Chinese business for developing reciprocal relationships. This can help improve organisation’s performance – a central principle for the Relational View. IV. THE STAKEHOLDER VIEW AND MANAGERIAL IMPLICATIONS FOR CHINESE MANAGERS AND RESEARCHERS This paper explored the relational basis on which the Chinese organisations compete in their domestic markets drawing comparisons with recent Western views of strategic behaviour. These were framed in a broader historical context of doing business in China. It is contended that the recent stakeholder view proposed by Post, Preston and Sachs (2002) provides much promise in terms of both theoretical and practical insights into how and why strategic management is practiced in Chinese organisations. However, clear differences in Chinese and Western social and political systems, and the stage of capitalist evolution need to be considered in applying the SHV to the Chinese settings. As stated by Donaldson and Preston (2005), how stakeholder theory is understood varies even in the market capitalist economies. This is more evident in the contemporary Chinese context, where social and political settings are vastly different from those of Western countries. A number of managerial and research implications are proposed from this paper. First, we have presented an integrated framework of strategic management that indicates the mechanisms linking relationships with key stakeholders and organisational performance. It is proposed that whilst developing and maintaining these relationships has been traditionally valued by Chinese as part of their culture, contemporary Western strategic management thinking would seek to equate effort spent on this area with measurable performance outcomes and long term competitive advantage. With this in view, the integrated framework presented could be used to provide Chinese managers with a more holistic and formalised view of strategic management to support the development clearly articulated objectives and productive long term interactions with key stakeholders. A stakeholder view of strategic management in Chinese firms Secondly, it is clear from the framework presented that the stakeholder view is only one of the approaches for creating organisational wealth. Several types of organisations are competing in the Chinese markets and each could be competing on different basis. Multinational corporations compete on their market position and resources, whilst stat eowned enterprises compete on the basis of being institutionalised within political and cultural settings, providing strong market influence and ready access to resources. Most local private firms may compete on the cultural settings, flexibility and speed of decisionmaking. As the Chinese governments gradually level the playing field for all business players, the political settings in China will be changed. Therefore, managers of Chinese organisations, particularly state-owned enterprises, need to develop relationships with other types of new era capitalist stakeholders who can help build strong market position and/or gain access to key resources. Thirdly, relationships with the stakeholders need to be considered as strategic (intangible) assets for business organisations in Western markets and as a powerful means to compete in China. As in the West, these relationships are located within a broader social and transactional knowledge networks (Kaplan & Norton, 2004; Nahapiet & Ghoshal, 1998), containing untapped strategic value for Chinese companies operating locally, regionally, and globally. Currently many Chinese managers spend much effort practicing a stakeholder theory in a fragmented way at a one – on – one, individual level. Whilst the compounding effect of the aggregation of these individual relationships is not clear, there is an argument with respect to the SHV to support a more strategically aligned, and systematic integration of these routinised interactions at the organisational level. This is one of the most challenging issues in implementing stakeholder theory in the Chinese organisations, as most of the relationships with key stakeholders are based on the trust between individuals, rather than between organizations. Looking to the future merging of Chinese and Western business practices organisational structure also needs to be redesigned to manage the relationships with key stakeholders. This is crucial. Although stakeholder orientation can be built into organisational culture, people need to be assigned to facilitate the ongoing integration and implementation of stakeholder management. There is no doubt that stakeholder management is both a science and an art. It requires intuition and human skills – more art than a science. However, it also requires systematic, rational, and analytical techniques. A number of stakeholder management techniques have been developed over the past decade, which may support the integration of stakeholder management into mainstream in to the strategy processes of Chinese businesses- most notably stakeholder mapping (Johnson, Scholes, & Whittington, 2005), and cognitive mapping (Eden & Ackermann, 1998) which help to tap into the social capital and relationships embedded in broader business networks. Finally, from a methodological point of view, the SHV points out the importance of a more holistic and integrated approach in understanding strategic management in Chinese organisations. So far, most of studies on Chinese management have used existing Western management theories to explain the Chinese business phenomena. In other 10 International Journal of Business Studies words, they exploit the existing theories, rather than exploring the Chinese management practice or behaviours to develop new theories from a Chinese perspective. Veteran researchers have called for a better balance between exploration and exploitation in conducting business research in China (Tsui et al. , 2004). Given that the stakeholder view is still in the developmental stage in the US and European corporate domain, empirical studies, including rigorously researched case studies, are urgently needed to empirically test the approach, and by extension, its potential application to strategic management theory building and practice in a Chinese context. REFERENCES Ahlstrorm, D. , & Bruton, G. D. (2001). Learning from successful local private firms in China: Establishing legitimacy. The Academy of Management Executive, 15(4), 72-83. Argyris, C. , & Schon, D. A. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley. Barney, J. (1986). Organizational culture: can it be a source of sustained competitive advantage? Journal of Academy of Management Review, 11(3), 656-665. Barney, J. B. (1991). Firm resources and sustained competitive advantages. Journal of Management, 7, 49-64. Barney, J. B. (1997). Gaining and sustaining competitive advantage. Sydney: AddisonWesley Publishing Company. Davis, L. , & North, D. (1970). Institutional change and American economic growth. Cambridge: Cambridge University Press. Donaldson, T. , & Preston, L. E. 1995). The stakeholder theory of the corporation: concepts, evidence, and implications. Academy of Management Review, 20(1), 65-91. Dyer, J. H. , & Singh, H. (1998). The relational view: cooperative strategy and sources of interorganizational competitive advantage. The Academy of Management Review, 23(4), 660-679. Eden, C. , & Ackermann, F. (1998). Making strategy. London: SAGE Pub lications. Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston: Pitman. Huang, X. , Schroder, B. , & Steffens, P. (1999). The Chinese Steel Industry in Transition: Industry Perspective on Innovation Policy. R Management, 29(1), 17-25. Johnson, G. , Scholes, K. , & Whittington, R. (2005). Exploring corporate strategy (7th ed. ). Sydney: Prentice Hall. 11 A stakeholder view of strategic management in Chinese firms Kaplan, R. S. , & Norton, D. P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Boston: Harvard Business School Press. Laszlo, C. (2003). The sustainable company: How to create lasting value through social and environmental performance. Washington: Island press. Mintzberg, H. , Ahlstrand, B. , & Lampel, J. (1998). Strategy Safari. Sydney: Prentice Hall. Nahapiet, J. , & Ghoshal, S. (1998). Social Capital, Intellectual Capital, and the Organizational Advantage. The Academy of Management Review, 23(2), 242-246. Neuman, W. L. (2003). Social Research Methods: Qualitative and Quantitative Approaches (5th ed. ). Sydney: Allyn and Bacon. North, D. C. (1990). Institutions, institutional change and economic performance. Melbourne: Cambridge University Press. Peng, M. W. (2002). Towards an institution-based view of business strategy. Asia Pacific Journal of Management, 19(2,3), 251. Peng, M. W. (2005). Perspectives – From China to global strategy. Asia Pacific Journal of Management, 22, 123-141. Pfeffer, J. , & Salancik, G. R. (1978). The External Control of Organisations: A Resource Dependence Perspective. New York: Harper & Row, Publishers. Porter, M. E. (1979). How competitive forces shape strategy. Harvard Business Review, 57(2), 137. Post, J. E. , Preston, L. E. , & Sachs, S. (2002a). Managing the extended enterprise: the new stakeholder view. California Management Review, 45(1), 6-28. Post, J. E. , Preston, L. E. , & Sachs, S. (2002b). Redefiningg the corporation. Stanford, California: Stanford University Press. Prahalad, C. K. , & Hamel, G. 1990). The core competence of the corporation. Harvard Business Review(May-June), 79-91. Priem, R. L. & Butler, J. E. (2001) Is the resource-based â€Å"view† a useful perspective for strategic management research? Academy of Management. The Academy of Management Review, 26 (1), 22-40. Rumelt, R. P. (1984). Toward a strategic theory of a firm. In R. Lamb (Ed. ), Competitive St rategy Management (pp. 556-570). Upper Saddle River, NJ: Prentice Hall. 12 International Journal of Business Studies Rumelt, R. P. , Schendel, D. E. , & Teece, D. J. (1994). Fundamental issues in strategy. In R. P. Rumelt, D. E. Schendel & D. J. Teece (Eds. ), Fundamental issues in strategy: A research agenda (pp. 9-47). Boston: Harvard Business School Press. Scott, W. R. (1995). Institutions and organizations. Thousand Oaks: Sage publications. Sirgy, M. J. (2002). Measuring corporate performance by building on the stakeholders model of ethics. Journal of Business Ethics, 35, 143-162. Stacey, R. D. (2003). Strategic management and organisational dynamics (4th ed. ). Sydney: Prentice Hall. Teece, D. J. , Pisano, G. , & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533. Tsui, A. S. , Schoonhoven, C. B. , Meyer, M. W. , Lau, C. -M. , & Milkovich, G. T. (2004). Organization and Management in the midst of societal transformation: The People' s Republic of China. Organization Science, 15(2), 133-144. Vogel, D. J. (2005). Is their a market for virtue? : A business case for social responsibility. California Management Review, 47(4), 19-35. Wernerfelt, B. (1984). A resource -based view of the firm. Strategic Management Journal, 5, 171-180. Williamson, O. E. (1991). Strategizing, economizing, and economic organization. Strategic Management Journal, 12(Special issue), 75-94 13

Change

â€Å"Change involves a choice to alter one's view of others and their world† Change Is Inevitable, It can not Just simply be ceased however as Individuals, we are given the choice on what we make of it and how we allow it to alter our view of others and the world around us. The choice made on how the world is seen and how its occupants are as well can have a significant impact on someone's life and shape the type of person that this individual becomes.As evident in the following texts, Enter Without So Much As Knocking by Bruce Dade, No More Boomerang by Codger Announced, Night by Ell Wishes and Took The Children Away by Archly Roach, the Irrevocable change gives Individuals a choice, It Is up to this Individual on what they make of it whether it maybe a beneficial or detrimental impact whilst keeping in mind the alterations that this choice will inflict on their view of others and their world.These texts will further enhance the understanding of choice and how it has the pow er to formulate the type of future that awaits. The poem ‘No More Boomerang' by Codger Announced, depicts the type of life the Aboriginal people had and although the circumstances that they were placed into ere not Just or fair, they were also inescapable. However, with this being said, the Aboriginal people did have a distinct choice, they had a choice on what they made of themselves in the future and how they could endeavor to learn from these mistakes and grow as people.Much like ‘Night', ‘No More Boomerang' also reiterates a negative vibe and lifestyle within both the protagonist's lives, ‘Now all excelled- Color bar and beer' this quote from the poem clearly indicates the struggle that the Aboriginal people had during this time. The specification of color bar' shows that they were aggregated from the rest of the community because they were not good enough to be around the White people', a clear sign of dehumidification.With now being exposed to a more â €˜civilized' type of living, the Aboriginal people resorted to the foreign comfort of alcohol (been which resulted In the increase of Aboriginal alcoholism. Even though the Aboriginal people had a very slim chance of having a choice as to what happened to them during this devastating time, they still had a choice as to what happened to them afterwards. The protagonist could've made the choice to stop informing to the White Australians way of living and to go back to the type of living that he was accustomed to. Lay down the whomever, Lay down the waded. Now we got atom-bomb, End everybody, this quote clearly expresses the change that the Aboriginal people were heavily exposed to, from using their weapons for hunting and survival to having the power to destroy and corrupt within the palm of their hands. This further clarifies the fact that after being familiarized with the feeling of hatred and pain, the protagonist still clearly holds that bitter emotion towards the White Austral ians in his heart even though it was so long ago.This correlates with the protagonist of Night' who also still experiences the same feeling, only in different context. It represents the fact that they're still trying to heal from the pain and the sudden changes of their lives, It's something that they are unable to forget and of people and the world in a negative way. In comparison to ‘Night', although Lie had very conflicting views on life in general and how he saw people through out the book, as a result of his trauma, he has enabled himself to embrace the change.He, of course as stated previously, still feels bitter towards his past and the Germans, however he still believes that there is room for peace and that the world has the potential to ‘change' and be more aware of the severe situations that are happening within it's surroundings. This is explanatory in the quote, ‘l could not believe that human beings were being burned in our times; the world would never tolerate such crimes†¦ , it exhibits the fact that Lie was shocked that no one had come to help them during this devastating time, he presumed that everybody around the world would be aware of such atrocities cause these evil acts would have never been acceptable within that particular century. This quote was when the audience began to realize the sudden changes in the way Lie viewed the world at such a young age while experiencing these hardships. Despite this fact, Lie made the choice to think in this sort of way, regardless if it was portrayed negatively.His faith in the world and even God saving him and his people vanished, his ‘soul had been invaded- and devoured- by a black flame' which consequently lead to a resentment towards the said hopelessness of God and to the world, who saw but didn't act. Lie chose to allow this resentment to sake control of himself and his actions that eventually shaped the type of pessimistic and self-absorbed person he came to be. The p oem ‘Enter Without So Much As Knocking' by Bruce Dade examines the consequences of living such a negative life which is proved in the quote, ‘†¦Pretty soon he was old enough to be realistic like every other godless money-hungry back- stabbing miserable so-and-so†¦ ‘. This quote implies the negative impacts of living in a materialistic world, the protagonist complains a lot about this through out the poem but doesn't do anything particularly significant to change the issue. He puts a lot of emphasis on how this world is cruel and greedy and how people are ‘money-hungry and ‘miserable' but what is noted through out the poem is that he is part of that group of people that he despises.This states that he becomes too busy stating his cynical views on others and the world that he doesn't begin to realize that he is turning into one of those people and is continuously minimizing the happiness in his life. A ‘healthy tan he never had' furthermor e implies that he never went out and that he stays cooped up within the confines of his home or workplace instead of experiencing the freedom that is easily portrayed as something that he desperately wants.The ‘automatic smile with nothing behind it' represents that he only put up a smile for show and that he never really meant it and never really made the effort to either, which interrelates with him having made the choice to be this way. ‘Six feet down nobody interested', it is clear that the protagonist had the opportunity and choice to do something great with his life and not look at it in such a pessimistic way but instead he let himself waste away within a ‘money-hungry world created by back-stabbing, ‘miserable' people. S ‘Enter Without So Much as Knocking, ‘Night' and ‘No More Boomerang. In contrast to ‘No More Boomerang, it has been established that Aboriginal children were taken away from their homes and identified as the Sto len generation which is what ‘Took The Children Away is solely about. The similar aspects of these poems is that they didn't have a choice in the matter but they had the choice to establish a better living for themselves. The biggest obstacle that they faced was that they were confused about who they really were, 'cause we were acting white yet feeling back.Even though they were vulnerable to the destruction of their homes and way of living due to their young ages and thoroughly challenged the way they saw the world, they had to embrace this ‘change' and life experience. They shouldn't have let their purity be tainted and not have given this change the power to alter their view of others and their world in such a, once again, negative way. ‘AWESOME' also explores the same aspects of negativity through a similar modernism environment. Both protagonists didn't approve of the modernism, money-functioning world however both parties did conform to it.The Aboriginal chil dren were forced into it but still had the choice of what to make of it and the protagonist of ‘AWESOME' had the choice of making a difference but chose to continue on with his critical behavior. The quote, ‘Came and didn't give a damn' indicates the carelessness of the White Australians and how they treated the children as animals rather than humans, this shaped the children's perspectives of people in general and the beginning of a globalizes world around them.In correlation with ‘Night' and ‘Took the children away there are a few similarities and differences between the two texts. In ‘Night', Lie Weasel's view on the world and it's people changed a lot. He constantly held bitterness in his heart and his religious views and beliefs that were once, the fundamental reason for his being, were challenged as he continued to survive his dangerous life, this is evident in the quote, ‘It's over. God is no longer with us'.In his quest for survival, Lie l ost a part of himself, his views on people ad the world was detrimental due to the drastic change that he encountered through out his childhood. A distinct similarity between these two texts is that both the Aboriginal people and the Jews were dehumidified, in Night', ‘Faster you filthy dogs! ‘ and in ‘Took the children away, the simile, ‘†¦ Fenced us in like sheep'. They were both taken away from the familiarity of their beliefs and customs and thrown into something that they never expected which as a result of this, lost an important part of themselves.However, despite this fact, we are only exposed to Else's negativity through the confines of his book, but really as he grew older he began to realize that he had a choice in how he viewed people and the world. Having a grudge on something that he couldn't have prevented would have just been a waste of time and he wouldn't have time to enjoy the brighter things in life. Regardless of the rocky start to h is teenage years, he has grown up to understand that he needed to turn his life around and make it into something worth living.He didn't resort to alcohol, drugs or violence but to a more peaceful type of living. He sees a brighter future for our world, one that had the potential to really help others in need and to imitate the love that God provides us, towards each other. Say that change does involve a choice to alter one's view others and their world. However, it is up to the individual on what they make of it and how much power they give it to control the person they're meant to be in the future.Negative changes can constitute to negative views but it can also constitute to positive ones and even if these changes are inevitable what isn't, is how you learn from them and gain knowledge to apply to everyday circumstances. As individuals we all have a choice to make whether beneficial or detrimental but we must understand that regardless of this the change will, without a doubt, al ter one's view of others and their world. Change â€Å"Change involves a choice to alter one's view of others and their world† Change Is Inevitable, It can not Just simply be ceased however as Individuals, we are given the choice on what we make of it and how we allow it to alter our view of others and the world around us. The choice made on how the world is seen and how its occupants are as well can have a significant impact on someone's life and shape the type of person that this individual becomes.As evident in the following texts, Enter Without So Much As Knocking by Bruce Dade, No More Boomerang by Codger Announced, Night by Ell Wishes and Took The Children Away by Archly Roach, the Irrevocable change gives Individuals a choice, It Is up to this Individual on what they make of it whether it maybe a beneficial or detrimental impact whilst keeping in mind the alterations that this choice will inflict on their view of others and their world.These texts will further enhance the understanding of choice and how it has the pow er to formulate the type of future that awaits. The poem ‘No More Boomerang' by Codger Announced, depicts the type of life the Aboriginal people had and although the circumstances that they were placed into ere not Just or fair, they were also inescapable. However, with this being said, the Aboriginal people did have a distinct choice, they had a choice on what they made of themselves in the future and how they could endeavor to learn from these mistakes and grow as people.Much like ‘Night', ‘No More Boomerang' also reiterates a negative vibe and lifestyle within both the protagonist's lives, ‘Now all excelled- Color bar and beer' this quote from the poem clearly indicates the struggle that the Aboriginal people had during this time. The specification of color bar' shows that they were aggregated from the rest of the community because they were not good enough to be around the White people', a clear sign of dehumidification.With now being exposed to a more â €˜civilized' type of living, the Aboriginal people resorted to the foreign comfort of alcohol (been which resulted In the increase of Aboriginal alcoholism. Even though the Aboriginal people had a very slim chance of having a choice as to what happened to them during this devastating time, they still had a choice as to what happened to them afterwards. The protagonist could've made the choice to stop informing to the White Australians way of living and to go back to the type of living that he was accustomed to. Lay down the whomever, Lay down the waded. Now we got atom-bomb, End everybody, this quote clearly expresses the change that the Aboriginal people were heavily exposed to, from using their weapons for hunting and survival to having the power to destroy and corrupt within the palm of their hands. This further clarifies the fact that after being familiarized with the feeling of hatred and pain, the protagonist still clearly holds that bitter emotion towards the White Austral ians in his heart even though it was so long ago.This correlates with the protagonist of Night' who also still experiences the same feeling, only in different context. It represents the fact that they're still trying to heal from the pain and the sudden changes of their lives, It's something that they are unable to forget and of people and the world in a negative way. In comparison to ‘Night', although Lie had very conflicting views on life in general and how he saw people through out the book, as a result of his trauma, he has enabled himself to embrace the change.He, of course as stated previously, still feels bitter towards his past and the Germans, however he still believes that there is room for peace and that the world has the potential to ‘change' and be more aware of the severe situations that are happening within it's surroundings. This is explanatory in the quote, ‘l could not believe that human beings were being burned in our times; the world would never tolerate such crimes†¦ , it exhibits the fact that Lie was shocked that no one had come to help them during this devastating time, he presumed that everybody around the world would be aware of such atrocities cause these evil acts would have never been acceptable within that particular century. This quote was when the audience began to realize the sudden changes in the way Lie viewed the world at such a young age while experiencing these hardships. Despite this fact, Lie made the choice to think in this sort of way, regardless if it was portrayed negatively.His faith in the world and even God saving him and his people vanished, his ‘soul had been invaded- and devoured- by a black flame' which consequently lead to a resentment towards the said hopelessness of God and to the world, who saw but didn't act. Lie chose to allow this resentment to sake control of himself and his actions that eventually shaped the type of pessimistic and self-absorbed person he came to be. The p oem ‘Enter Without So Much As Knocking' by Bruce Dade examines the consequences of living such a negative life which is proved in the quote, ‘†¦Pretty soon he was old enough to be realistic like every other godless money-hungry back- stabbing miserable so-and-so†¦ ‘. This quote implies the negative impacts of living in a materialistic world, the protagonist complains a lot about this through out the poem but doesn't do anything particularly significant to change the issue. He puts a lot of emphasis on how this world is cruel and greedy and how people are ‘money-hungry and ‘miserable' but what is noted through out the poem is that he is part of that group of people that he despises.This states that he becomes too busy stating his cynical views on others and the world that he doesn't begin to realize that he is turning into one of those people and is continuously minimizing the happiness in his life. A ‘healthy tan he never had' furthermor e implies that he never went out and that he stays cooped up within the confines of his home or workplace instead of experiencing the freedom that is easily portrayed as something that he desperately wants.The ‘automatic smile with nothing behind it' represents that he only put up a smile for show and that he never really meant it and never really made the effort to either, which interrelates with him having made the choice to be this way. ‘Six feet down nobody interested', it is clear that the protagonist had the opportunity and choice to do something great with his life and not look at it in such a pessimistic way but instead he let himself waste away within a ‘money-hungry world created by back-stabbing, ‘miserable' people. S ‘Enter Without So Much as Knocking, ‘Night' and ‘No More Boomerang. In contrast to ‘No More Boomerang, it has been established that Aboriginal children were taken away from their homes and identified as the Sto len generation which is what ‘Took The Children Away is solely about. The similar aspects of these poems is that they didn't have a choice in the matter but they had the choice to establish a better living for themselves. The biggest obstacle that they faced was that they were confused about who they really were, 'cause we were acting white yet feeling back.Even though they were vulnerable to the destruction of their homes and way of living due to their young ages and thoroughly challenged the way they saw the world, they had to embrace this ‘change' and life experience. They shouldn't have let their purity be tainted and not have given this change the power to alter their view of others and their world in such a, once again, negative way. ‘AWESOME' also explores the same aspects of negativity through a similar modernism environment. Both protagonists didn't approve of the modernism, money-functioning world however both parties did conform to it.The Aboriginal chil dren were forced into it but still had the choice of what to make of it and the protagonist of ‘AWESOME' had the choice of making a difference but chose to continue on with his critical behavior. The quote, ‘Came and didn't give a damn' indicates the carelessness of the White Australians and how they treated the children as animals rather than humans, this shaped the children's perspectives of people in general and the beginning of a globalizes world around them.In correlation with ‘Night' and ‘Took the children away there are a few similarities and differences between the two texts. In ‘Night', Lie Weasel's view on the world and it's people changed a lot. He constantly held bitterness in his heart and his religious views and beliefs that were once, the fundamental reason for his being, were challenged as he continued to survive his dangerous life, this is evident in the quote, ‘It's over. God is no longer with us'.In his quest for survival, Lie l ost a part of himself, his views on people ad the world was detrimental due to the drastic change that he encountered through out his childhood. A distinct similarity between these two texts is that both the Aboriginal people and the Jews were dehumidified, in Night', ‘Faster you filthy dogs! ‘ and in ‘Took the children away, the simile, ‘†¦ Fenced us in like sheep'. They were both taken away from the familiarity of their beliefs and customs and thrown into something that they never expected which as a result of this, lost an important part of themselves.However, despite this fact, we are only exposed to Else's negativity through the confines of his book, but really as he grew older he began to realize that he had a choice in how he viewed people and the world. Having a grudge on something that he couldn't have prevented would have just been a waste of time and he wouldn't have time to enjoy the brighter things in life. Regardless of the rocky start to h is teenage years, he has grown up to understand that he needed to turn his life around and make it into something worth living.He didn't resort to alcohol, drugs or violence but to a more peaceful type of living. He sees a brighter future for our world, one that had the potential to really help others in need and to imitate the love that God provides us, towards each other. Say that change does involve a choice to alter one's view others and their world. However, it is up to the individual on what they make of it and how much power they give it to control the person they're meant to be in the future.Negative changes can constitute to negative views but it can also constitute to positive ones and even if these changes are inevitable what isn't, is how you learn from them and gain knowledge to apply to everyday circumstances. As individuals we all have a choice to make whether beneficial or detrimental but we must understand that regardless of this the change will, without a doubt, al ter one's view of others and their world. Change â€Å"Change involves a choice to alter one's view of others and their world† Change Is Inevitable, It can not Just simply be ceased however as Individuals, we are given the choice on what we make of it and how we allow it to alter our view of others and the world around us. The choice made on how the world is seen and how its occupants are as well can have a significant impact on someone's life and shape the type of person that this individual becomes.As evident in the following texts, Enter Without So Much As Knocking by Bruce Dade, No More Boomerang by Codger Announced, Night by Ell Wishes and Took The Children Away by Archly Roach, the Irrevocable change gives Individuals a choice, It Is up to this Individual on what they make of it whether it maybe a beneficial or detrimental impact whilst keeping in mind the alterations that this choice will inflict on their view of others and their world.These texts will further enhance the understanding of choice and how it has the pow er to formulate the type of future that awaits. The poem ‘No More Boomerang' by Codger Announced, depicts the type of life the Aboriginal people had and although the circumstances that they were placed into ere not Just or fair, they were also inescapable. However, with this being said, the Aboriginal people did have a distinct choice, they had a choice on what they made of themselves in the future and how they could endeavor to learn from these mistakes and grow as people.Much like ‘Night', ‘No More Boomerang' also reiterates a negative vibe and lifestyle within both the protagonist's lives, ‘Now all excelled- Color bar and beer' this quote from the poem clearly indicates the struggle that the Aboriginal people had during this time. The specification of color bar' shows that they were aggregated from the rest of the community because they were not good enough to be around the White people', a clear sign of dehumidification.With now being exposed to a more â €˜civilized' type of living, the Aboriginal people resorted to the foreign comfort of alcohol (been which resulted In the increase of Aboriginal alcoholism. Even though the Aboriginal people had a very slim chance of having a choice as to what happened to them during this devastating time, they still had a choice as to what happened to them afterwards. The protagonist could've made the choice to stop informing to the White Australians way of living and to go back to the type of living that he was accustomed to. Lay down the whomever, Lay down the waded. Now we got atom-bomb, End everybody, this quote clearly expresses the change that the Aboriginal people were heavily exposed to, from using their weapons for hunting and survival to having the power to destroy and corrupt within the palm of their hands. This further clarifies the fact that after being familiarized with the feeling of hatred and pain, the protagonist still clearly holds that bitter emotion towards the White Austral ians in his heart even though it was so long ago.This correlates with the protagonist of Night' who also still experiences the same feeling, only in different context. It represents the fact that they're still trying to heal from the pain and the sudden changes of their lives, It's something that they are unable to forget and of people and the world in a negative way. In comparison to ‘Night', although Lie had very conflicting views on life in general and how he saw people through out the book, as a result of his trauma, he has enabled himself to embrace the change.He, of course as stated previously, still feels bitter towards his past and the Germans, however he still believes that there is room for peace and that the world has the potential to ‘change' and be more aware of the severe situations that are happening within it's surroundings. This is explanatory in the quote, ‘l could not believe that human beings were being burned in our times; the world would never tolerate such crimes†¦ , it exhibits the fact that Lie was shocked that no one had come to help them during this devastating time, he presumed that everybody around the world would be aware of such atrocities cause these evil acts would have never been acceptable within that particular century. This quote was when the audience began to realize the sudden changes in the way Lie viewed the world at such a young age while experiencing these hardships. Despite this fact, Lie made the choice to think in this sort of way, regardless if it was portrayed negatively.His faith in the world and even God saving him and his people vanished, his ‘soul had been invaded- and devoured- by a black flame' which consequently lead to a resentment towards the said hopelessness of God and to the world, who saw but didn't act. Lie chose to allow this resentment to sake control of himself and his actions that eventually shaped the type of pessimistic and self-absorbed person he came to be. The p oem ‘Enter Without So Much As Knocking' by Bruce Dade examines the consequences of living such a negative life which is proved in the quote, ‘†¦Pretty soon he was old enough to be realistic like every other godless money-hungry back- stabbing miserable so-and-so†¦ ‘. This quote implies the negative impacts of living in a materialistic world, the protagonist complains a lot about this through out the poem but doesn't do anything particularly significant to change the issue. He puts a lot of emphasis on how this world is cruel and greedy and how people are ‘money-hungry and ‘miserable' but what is noted through out the poem is that he is part of that group of people that he despises.This states that he becomes too busy stating his cynical views on others and the world that he doesn't begin to realize that he is turning into one of those people and is continuously minimizing the happiness in his life. A ‘healthy tan he never had' furthermor e implies that he never went out and that he stays cooped up within the confines of his home or workplace instead of experiencing the freedom that is easily portrayed as something that he desperately wants.The ‘automatic smile with nothing behind it' represents that he only put up a smile for show and that he never really meant it and never really made the effort to either, which interrelates with him having made the choice to be this way. ‘Six feet down nobody interested', it is clear that the protagonist had the opportunity and choice to do something great with his life and not look at it in such a pessimistic way but instead he let himself waste away within a ‘money-hungry world created by back-stabbing, ‘miserable' people. S ‘Enter Without So Much as Knocking, ‘Night' and ‘No More Boomerang. In contrast to ‘No More Boomerang, it has been established that Aboriginal children were taken away from their homes and identified as the Sto len generation which is what ‘Took The Children Away is solely about. The similar aspects of these poems is that they didn't have a choice in the matter but they had the choice to establish a better living for themselves. The biggest obstacle that they faced was that they were confused about who they really were, 'cause we were acting white yet feeling back.Even though they were vulnerable to the destruction of their homes and way of living due to their young ages and thoroughly challenged the way they saw the world, they had to embrace this ‘change' and life experience. They shouldn't have let their purity be tainted and not have given this change the power to alter their view of others and their world in such a, once again, negative way. ‘AWESOME' also explores the same aspects of negativity through a similar modernism environment. Both protagonists didn't approve of the modernism, money-functioning world however both parties did conform to it.The Aboriginal chil dren were forced into it but still had the choice of what to make of it and the protagonist of ‘AWESOME' had the choice of making a difference but chose to continue on with his critical behavior. The quote, ‘Came and didn't give a damn' indicates the carelessness of the White Australians and how they treated the children as animals rather than humans, this shaped the children's perspectives of people in general and the beginning of a globalizes world around them.In correlation with ‘Night' and ‘Took the children away there are a few similarities and differences between the two texts. In ‘Night', Lie Weasel's view on the world and it's people changed a lot. He constantly held bitterness in his heart and his religious views and beliefs that were once, the fundamental reason for his being, were challenged as he continued to survive his dangerous life, this is evident in the quote, ‘It's over. God is no longer with us'.In his quest for survival, Lie l ost a part of himself, his views on people ad the world was detrimental due to the drastic change that he encountered through out his childhood. A distinct similarity between these two texts is that both the Aboriginal people and the Jews were dehumidified, in Night', ‘Faster you filthy dogs! ‘ and in ‘Took the children away, the simile, ‘†¦ Fenced us in like sheep'. They were both taken away from the familiarity of their beliefs and customs and thrown into something that they never expected which as a result of this, lost an important part of themselves.However, despite this fact, we are only exposed to Else's negativity through the confines of his book, but really as he grew older he began to realize that he had a choice in how he viewed people and the world. Having a grudge on something that he couldn't have prevented would have just been a waste of time and he wouldn't have time to enjoy the brighter things in life. Regardless of the rocky start to h is teenage years, he has grown up to understand that he needed to turn his life around and make it into something worth living.He didn't resort to alcohol, drugs or violence but to a more peaceful type of living. He sees a brighter future for our world, one that had the potential to really help others in need and to imitate the love that God provides us, towards each other. Say that change does involve a choice to alter one's view others and their world. However, it is up to the individual on what they make of it and how much power they give it to control the person they're meant to be in the future.Negative changes can constitute to negative views but it can also constitute to positive ones and even if these changes are inevitable what isn't, is how you learn from them and gain knowledge to apply to everyday circumstances. As individuals we all have a choice to make whether beneficial or detrimental but we must understand that regardless of this the change will, without a doubt, al ter one's view of others and their world.

Essay The Current State of Corporate Social Responsibility

CHAPTER 1 THE CURRENT STATE OF CORPORATE SOCIAL RESPONSIBILITY The following chapter will provide an introduction into the current state of Corporate Social Responsibility (CSR) in the present international environment. This will entail a mention of globalization and its effects on both legislatures and multinational corporations. A discussion of the different definitions and theories will follow. This will lead to a discussion of the nature of CSR definitions and the heterogeneity of these definitions. The main definitional focus will be Archie Carroll’s pyramid description and the definition provided by Crane, Matten and Spence (2008) where they provide the core characteristics of CSR policies. Carroll’s pyramid description provides a†¦show more content†¦The elements of CSR particularly the voluntary aspect and why it is an important part of CSR. 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