This latest volume of Progress in International Business Research explores novel ways in which international business is organized. Contributions advance our understanding and stretch our thinking about new organizational and geographic structures in MNCs, and other organizational forms across borders and geographies.

The International Labour Organization was created in 1919, as part of the Treaty of Versailles that ended the First World War, to reflect the belief that universal and lasting peace can be accomplished only if it is based on social justice. As the oldest organisation in the UN system, approaching its 100th anniversary in 2019, the ILO faces unprecedented strains and challenges. Since before the financial crisis, the global economy has tested the limits of a regulatory regime which was conceived in 1919. The organisation's founders only entrusted it with balancing social progress with the constraints of an interconnected open economy, but gambled almost entirely on tools of persuasion to ensure that this would happen. Whether that gamble is still capable of paying-off is the subject of this book, by a former ILO insider with an unrivalled knowledge of its work. The book forms part of a broader inquiry into the relevance of founding institutional principles to today's context, and strives to show that the bet made on persuasion may yet pay off. In part, the text argues that there may be little alternative anyway, showing that the pathways to more binding solutions are fraught with difficulty. It also shows the ILO's considerable future potential for promoting effective, universal regulations by extending its tools of persuasion in as yet insufficiently explored directions. Starting with an examination of how the organisation's institutional context differs from 93 years ago, the author goes on to evaluate the prospects of numerous proposals put forward today, including the trade/labour linkage, but going beyond this. As a case study in how strategic choices can be made under legal, social and institutional constraints, the book should be valuable not only to those with an interest in the ILO, but to anyone who studies international organisation, labour law, law and society or political economy.

With 26 inspiring chapters, this book celebrates the wisdom of some of the most recognized thought leaders of our day: emerging and established experts who share their unique vision of what the organization of the future should look like and must do to survive in the turbulent 21st Century. Outsmart Your Rivals by Seeing What Others Don’t, Jim Champy Organization Is Not Structure but Capability, Dave Ulrich & Norm Smallwood The Leader’s Mandate: Create a Shared Sense of Destiny, James M. Kouzes & Barry Z. Posner A Different Kind of Company, Srikumar S. Rao Free to Choose: How American Managers Can Create Globally Competitive Workplaces, James O’Toole Managing the Whole Mandate for the Twenty-First Century: Ditching the Quick-Fix Approach to Management, Paul Borawski & Maryann Brennan The Values That Build a Strong Organization, Thomas J. Moran Revisiting the Concept of the Corporation, Charles Handy Mobilizing Emotions for Performance: Making the Most of the Informal Organization, Jon R. Katzenbach & Zia Khan Beyond Retirement: Mature Workers Are Essential Talent for Organizations of the Future, Richard J. Leider The Best Hope for Organizations of the Future: A Functioning Society, Ira A. Jackson Reframing Ethics, Spirit, and Soul, Lee G. Bolman &Terrence E. Deal Environment Drives Behavior and Expectations, Bill Strickland with Regina Cronin Dynamic Organizations for an Entrepreneurial Age, Christopher Gergen & Gregg Vanourek Multidimensional, Multinational Organizations of the Future, Jay R. Galbraith Designing Organizations That Are Built to Change, Edward E. Lawler III & Christopher G. Worley Refounding a Movement: Preparing a One-Hundred- Year-Old Organization for the Future, Kathy Cloninger Three Challenges Facing Nonprofits of the Future: People, Funding, and Strategy, Roxanne Spillett Pioneering the College of the Future: Building as We Walk, Darlyne Bailey The Organization of the Future Will Foster an Inclusive Environment, Lee Cockerell The Leader as Subculture Manager, Edgar H. Schein The New High-Performance, Horizontal Organization, Howard M. Guttman The Leadership Blueprint to Achieve Exponential Growth, David G. Thomson Leadership Judgment: The Essence of a Good Leader, Noel M. Tichy & Christopher DeRose The Leader of the Future, William A. Cohen Leadership by Perpetual Practice, Debbe Kennedy

The organizational structure of the Muslim Brotherhood, with its institutional and administrative structures, is of exceptional importance to the leaders of the Group. On the one hand it represents the main tool for translating the Group's principles and ideas into practice on the ground, whilst on the other it serves to implement its political project to assume power and achieve empowerment within society. Ever since its inception, the Group has been intent on linking its organizational structure to its ideological character on the basis that maintaining the cohesion and continuity of its structure would require a belief in the Group's ideology and the values it champions. It has also been keen to secure a pivotal role for the Supreme Guide (Murshid) in the construction of its organization and movement, though the nature of that role has differed from one Supreme Guide to another, subject to his charisma, leadership qualities and ability to influence Group members. The Group has relied on organizational units such as offices, committees and departments to boost its penetration of society, and accorded special priority to social causes, which in turn has furnished it with a social backing to be employed in support of its political agenda, as was the case with the 2012 legislative and presidential elections in Egypt. Although the Muslim Brotherhood exploited the 25 January uprising in 2011 to assume power, it failed in the test of governance, and it became evident that its organizational and administrative structure could not furnish the expertise, cadres and leaders required to enable it to exercise power on the ground. This ultimately led to the 30 June uprising against it in 2013 and the subsequent developments and repercussions that weakened the Group’s organizational and administrative structure, which has subsequently stagnated, blighted by fragmentation and division.

Based on more than ten years of research conducted by staff and associates at the University of Southern California's Center for Effective Organizations, this book explores key issues of organizational design and identifies practical new approaches for managing complex organizations to add value and stay competitive in a changing global marketplace. The authors describe how to create an organization with high levels of employee involvement and new roles for managers. They detail the use of new organizational forms, including knowledge work and managerial teams, and structuring human resource systems around skill levels.

Designed to complement the main themes of any introductory international relations course, Snow’s bestselling text presents original case studies that survey the state of the international system and look in-depth at current issues. The cases are extremely timely, geopolitically diverse, accessibly written, and of high interest and salience amidst today’s headlines. Cases cover enduring concepts like sovereignty, diplomacy, and national interest to emerging concerns like foreign election interference, the COVID pandemic, cybersecurity, and global climate change.

Organization Development: The Process of Leading Organizational Change, Fourth Edition offers a comprehensive look at individual, team, and organizational change, covering classic and contemporary organization development techniques. Today's practitioners seek a solid foundation that is academically rigorous, but also relevant, timely, practical, and grounded in OD values and ethics. In this bestselling text, author Donald L. Anderson provides students with the organization development tools they need to succeed in today’s challenging environment of increased globalization, rapidly changing technologies, economic pressures, and evolving workforce expectations.