This book explores the topic of pro-social rule-breaking — more specifically, when employees break formal organizational rules intending to help the company. Generally, managers react to rule-breaking with sanctions; this may lead one to question why some employees break the rules without any apparent personal advantages despite the risk of being sanctioned. The first part of this book discusses the various reasons for rule-breaking based on literature. Leadership-related factors are notably important: how leaders have reacted to pro-social rule-breaking in the past often influences future employee behavior. For this reason, the second part of this book empirically deals with the leadership perspective, which has been largely neglected in research so far. In response to pro-social rule-breaking, leaders face a dilemma because they are subject to competing demands: ensuring rule compliance versus goal achievement. Therefore, the goal of this book is to research and identify cues that leders use to rationalize their response to pro-social rule-breaking. In this way, I aim to create a better understanding of responses to well-intentioned rule-breaking.
This book explores the topic of pro-social rule-breaking — more specifically, when employees break formal organizational rules intending to help the company. Generally, managers react to rule-breaking with sanctions; this may lead one to question why some employees break the rules without any apparent personal advantages despite the risk of being sanctioned. The first part of this book discusses the various reasons for rule-breaking based on literature. Leadership-related factors are notably important: how leaders have reacted to pro-social rule-breaking in the past often influences future employee behavior. For this reason, the second part of this book empirically deals with the leadership perspective, which has been largely neglected in research so far. In response to pro-social rule-breaking, leaders face a dilemma because they are subject to competing demands: ensuring rule compliance versus goal achievement. Therefore, the goal of this book is to research and identify cues that leders use to rationalize their response to pro-social rule-breaking. In this way, I aim to create a better understanding of responses to well-intentioned rule-breaking.
The causes of the First World War were disputed before the first shots had even been fired. Recriminations intensified following the Treaty of Versailles when the victors accused Germany and its allies of having caused the war. This was the start of a heated blame game in which historians and politicians on all sides became embroiled in a war of documents and publications. More than 100 years on, the question of the origins of the First World War still remains contested. Based on Annika Mombauer’s The Origins of the First World War (2002), this thoroughly revised and expanded volume examines the political and ideological concerns that fuelled these international disagreements and offers an extensive analysis of a complex and unique historical controversy from 1914 to the centenary and beyond. It provides students, teachers, scholars and non-specialist readers with a comprehensive guide through the maze of conflicting interpretations.
The seminal event of the 20th century, the origins of the First World War have always been difficult to establish and have aroused deep controversy. Annika Mombauer tracks the impassioned debates as they developed at critical points through the twentieth century. The book focuses on the controversy itself, rather than the specific events leading up to the war. Emotive and emotional from the very beginning of the conflict, the debate and the passions aroused in response to such issues as the ‘war-guilt paragraph’ of the treaty of Versailles, are set in the context of the times in which they were proposed. Similarly, the argument has been fuelled by concerns over the sacrifices that were made and the casualities that were suffered. Were they really justified?
What is activism? The answer is, typically, that it is a form of opposition, often expressed on the streets. Skoglund and Böhm argue differently. They identify forms of 'insider activism' within corporations, state agencies and villages, showing how people seek to transform society by working within the system, rather than outright opposing it. Using extensive empirical data, Skoglund and Böhm analyze the transformation of climate activism in a rapidly changing political landscape, arguing that it is time to think beyond the tensions between activism and enterprise. They trace the everyday renewable energy actions of a growing 'epistemic community' of climate activists who are dispersed across organizational boundaries and domains. This book is testament to a new way of understanding activism as an organizational force that brings about the transition towards sustainability across business and society and is of interest to social science scholars of business, renewable energy and sustainable development.
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