Development, technological change and innovation, Schumpeter and neo-Schumpeterians

This review essay is devoted to a discussion of some central aspects of the Schumpeterian and neo-Schumpeterian approaches to the dynamic processes of development, technological change and innovation. This essay is organised in two parts. In the first, Schumpeter's insightful distinction between circular flow and development is discussed. In the second, some central elements of the neo-Schumpeterian interpretation and extension of Schumpeter's views are critically outlined, special emphasis being placed on some recent attempts to formalize several of his insights on the cyclical dynamics of the processes of technological change and innovation. I should stress that due to space constraints I will focus primarily upon macrotheoretic issues, thus paying only secondary attention to the neo-Schumpeterian literature on the microeconomics of technological change and to the burgeoning empirical developments along those lines.

Technological change, economic development and intra and extra regional relations in Latin America

Includes bibliography

Development and social change in Sweden

Includes bibliography

La sustentabilidad ambiental del desarrollo y el cambio tecnológico en América Latina y el Caribe = The environmental sustainability of development and technological change in Latin America and the Caribbean

Incluye Bibliografía

Petroleum development and climate change: Risks of being a host country

Grabación realizada por Ciencia compartida (Biblioteca Universitaria)

Petroleum development and climate change: Risks of being a host country

[EN]A petroleum expert’s view on risks and benefits of oil exploration today in Canarias, considering the climate change facts. The talk starts with an overview of the total petroleum development process, from exploration to post-abandonment, indicating some important risks and benefits for each, from a petroleum industry and a personal perspective. Then there is a part of the talk about the agreed facts of climate change, and what this means for us all. The end of the talk brings together these two sections in a summary.

Desertification and Global Change: Innovative Management of Scarce Resources in Semi-Arid Areas. Experiences from development and research: Challenges for a better future

While most events related to the International Year of Deserts and Desertification 2006 took mainly a problem-oriented perspective and approach, the Bern Symposium held in May 2006 tried to adopt a more positive attitude by attempting to take stock of experience as well as best and worst practices in the past, both in development practice and in research. Through this deliberate focus on potentials, positive experiences, solutions and pathways, predominant passive and reactive attitudes and hopelessness might be better overcome. The Symposium was organized by CDE, NCCR North-South and Forum SLM.

The Health Behavior Change Competency Checklist (HBCCC): Instrument development and psychometric evaluation.

More than half of morbidity and mortality in the United States can be attributed to behavior-related disease, such as tobacco use, physical inactivity, poor diet and alcohol consumption. Given the increased prevalence of behaviorally related medical health concerns, physician competence in the implementation of effective behavior change strategies is quickly becoming an essential skill. However, only recently have primary care residency programs begun to systematically teach and evaluate motivational interviewing skills critical to influencing health behavior, and use of standardized, objective assessment tools to assess skillfulness has been largely absent. This paper reports the development of a checklist, the Health Behavior Change Competency Checklist (HBCCC). The instrument captures the theoretical model of behavior change, motivational interviewing, in a practical and versatile manner. Psychometric evaluation demonstrated moderate efficacy. Namely, results indicated the HBCCC possesses good reliability, as evidenced by high internal consistency, and adequate construct validity. It also displayed considerable utility and practical application. While these results provide several reasons for confidence in the HBCCC, item revision and additional testing are required in order to establish it as a meaningful and valuable instrument.

A longitudinal study of employee adaptation to organizational change: The role of change-related information and change-related self-efficacy

This study examined the role of information, efficacy, and 3 stressors in predicting adjustment to organizational change. Participants were 589 government employees undergoing an 18-month process of regionalization. To examine if the predictor variables had long-term effects on adjustment, the authors assessed psychological well-being, client engagement, and job satisfaction again at a 2-year follow-up. At Time 1, there was evidence to suggest that information was indirectly related to psychological well-being, client engagement, and job satisfaction, via its positive relationship to efficacy. There also was evidence to suggest that efficacy was related to reduced stress appraisals, thereby heightening client engagement. Last, there was consistent support for the stress-buffering role of Time I self-efficacy in the prediction of Time 2 job satisfaction.

The impact of organizational culture and reshaping capabilities on change implementation success: The mediating role of readiness for change

It was hypothesized that employees' perceptions of an organizational culture strong in human relations values and open systems values would be associated with heightened levels of readiness for change which, in turn, would be predictive of change implementation success. Similarly, it was predicted that reshaping capabilities would lead to change implementation success, via its effects on employees' perceptions of readiness for change. Using a temporal research design, these propositions were tested for 67 employees working in a state government department who were about to undergo the implementation of a new end-user computing system in their workplace. Change implementation success was operationalized as user satisfaction and system usage. There was evidence to suggest that employees who perceived strong human relations values in their division at Time 1 reported higher levels of readiness for change at pre-implementation which, in turn, predicted system usage at Time 2. In addition, readiness for change mediated the relationship between reshaping capabilities and system usage. Analyses also revealed that pre-implementation levels of readiness for change exerted a positive main effect on employees' satisfaction with the system's accuracy, user friendliness, and formatting functions at post-implementation. These findings are discussed in terms of their theoretical contribution to the readiness for change literature, and in relation to the practical importance of developing positive change attitudes among employees if change initiatives are to be successful.

The impact of leadership and change management strategy on organizational culture and individual acceptance of change during a merger

This article reports a longitudinal study that examined mergers between three large multi-site public-sector organizations. Both qualitative and quantitative methods of analysis are used to examine the effect of leadership and change management strategies on acceptance of cultural change by individuals. Findings indicate that in many cases the change that occurs as a result of a merger is imposed on the leaders themselves, and it is often the pace of change that inhibits the successful re-engineering of the culture. In this respect, the success or otherwise of any merger hinges on individual perceptions about the manner in which the process is handled and the direction in which the culture is moved. Communication and a transparent change process are important, as this will often determine not only how a leader will be regarded, but who will be regarded as a leader. Leaders need to be competent and trained in the process of transforming organizations to ensure that individuals within the organization accept the changes prompted by a merger.