This chapter provides an introduction to what the book is about, the rationale of the book, and why public sector innovation matters, the target audience, and the organization of the book. This book is one of the pioneer books providing an overview, analysis, frameworks, and practical implications to public sector innovation scholarship. It defines public sector innovation as novel practices that public organizations or employees implement. Contrary to some claims that public organizations and public sector employees are not innovative, this book provides evidence from the globe that public organizations and public sector employees are innovative. This chapter also describes the target audience: academics, policymakers, practitioners, and anyone interested in the topic. Finally, this chapter provides brief information about how the rest of the chapters are organized.

This chapter reiterates the book’s conclusions and proposes avenues for further research at the intersection of facial images, observational thinking, and print collecting.

This introductory chapter provides the rationale for the book, as well as its organization. As part of the linguistic landscape, public signage provides glimpses of a culture and its changes. The ability to read signs is a practical skill essential for daily survival in the target language environment. But there seems to have been a general neglect of signs in the typical Chinese language curriculum, even at advanced levels of instruction. This book aims to rectify the situation.

Bromley and Santos make a cultural argument that situates nonprofit organizations within the broader context of organization itself. Due to the ascendancy of organization as an emergent category of social structure, the authors suggest that all types of organizations (government, business, nonprofit) are becoming increasingly similar. As the divisions between them (e.g., for-profit organization vs. nonprofit organization, etc.) become less prominent, the sector in need of explanation is the organizational one, writ large. Thus, rather than explaining the nonprofit sector, per se, the authors argue that the nonprofit sector is just one manifestation of organization and that it is organization that deserves our attention. In this sense, sector theory as traditionally understood (as narrow attention to the nonprofit sector in comparison to other sectors) diverts attention from more fundamental sociocultural developments. The authors argue that one can only understand nonprofit organizations vis-à-vis government and for-profit organizations by first understanding this broader context.

At a time in U.S. politics when advocacy groups are increasingly relying on supporters to help advance their agendas, this chapter considers how intersectional advocates are mobilizing their supporters in Chapter 6. While membership in women’s advocacy organizations has decreased over the years, supporters that volunteer their time to advocacy organizations to advance their policy goals has been largely overlooked. Yet, these supporters are important contributors to intersectional advocacy. In Chapter 6, two original survey experiments are presented with the supporters from this organization that also engages in intersectional advocacy. Each experiment contain authentic policy platforms that either present an intersectional advocacy approach or a traditional single issue policy approach to supporters. The findings from these experiments answer the final question: does intersectional advocacy resonate with the intersectionally marginalized populations it aims to serve, and if so, to what extent does it mobilize them to participate in the policymaking process? This chapter highlights the role of supporters in advancing these policy efforts while showcasing tangible

Chapter 9 explores the hospital as an economic entity. The chapter discusses the differences between for-profit and not-for-profit hospitals, the organization of hospital workforces, and how the for-profit/not-for-profit distinction interacts with the organization. Then the chapter explores how different parties involved with the hospital seek to exert influence over how hospital resources are used: what they want and how they get it. Finally, the chapter covers topics in how hospitals operate within the sector: hospital growth, hospital competition, and operation of hospital systems.

Wu Yu-Shan, a distinguished Taiwanese political scientist, points out that Western success was based on power, undergirded by technology and organization. In response, Pacific Asia attempted to achieve modernization by four routes. Western liberalism was stillborn in China, as was Meiji-style conservative modernization. Mao’s approach could best be called “confused modernization,” a mix of state socialism and disastrous experiments like the Great Leap Forward and Cultural Revolution. What worked in Korea and Taiwan was authoritarian politics and state capitalism, and with Deng Xiaoping this became China’s path as well.

Introduction: ‘Strategy and as the basic question of organization?’ provides an overview of ideas, themes and concepts that find fuller exploration in subsequent chapters. We set the scene by considering the grounding importance of strategy as an organizational practice: enacting the struggle to see outside the measured orbits by which sight is habitually and theoretically confined to a representation.

This chapter explores activism as an ethical practice and in doing so discusses the relationships between social life, political action, and ethical values. Anthropologists have approached the ethics of activism through ethnographies of activist movements’ moral critiques of the present, their utopian imaginaries for the future, and the creation of new political subjects and ways of being. This chapter draws on those anthropological discussions of social movements, putting work on union activism in Argentina in dialogue with ethnographies of feminist, queer, and alter-globalization activism, as well as voluntary social action. Drawing on the experience of unionism among public sector employees in Argentina, I show how activism builds from the understanding of an essential being or character that can be cultivated as a collective ethical subject to enable action in the world to change the world (praxis). This takes considerable work on the self and selves, not all of which is fully open to reflection. I argue that by interpreting practices of organization as ethical practices, we recognize the relational aspect of politics and the importance of affective processes of collective self-cultivation alongside rational and material imperatives to engage in political struggle.

This chapter examines how American literature has engaged with business corporations in general, and the legal fiction of corporate personhood in particular. There are few major novels about business corporations, because literary fiction has tended to concentrate on the moral dilemmas and social entanglements of individuals, rather than the more impersonal realm of economic activity. Yet the changing legal nature and increasing importance of corporations has forced some writers to rethink what it means to be human, creatively rethinking the relationship between individual and collective agency. The chapter considers three phases in the literary representation of corporations: as monster, as system, and as story. It uses as examples James Fenimore Cooper’s The Bravo (1831), Frank Norris’s The Octopus (1901), Sloan Wilson’s The Man in the Gray Flannel Suit (1955), Joseph Heller’s Catch-22 (1961), Thomas Pynchon’s Gravity’s Rainbow (1973), Richard Powers’s Gain (1998), and Joshua Ferris’s Then We Came to the End (2007).

The manual is divided into four parts. Part 1 introduces clinicians to TBT-S, its fundamental philosophy and neurobiologically based principles upon which treatment has been developed to augment other ED therapies. Part 2 outlines the logistics to prepare for and apply TBT-S in multiple treatment settings. Part 3 details TBT-S treatment modules and activities. It is the heart of the manual for treatment providers. Part 4 describes how TBT-S can be applied in various treatment settings Experiential TBT-S activities, glossary, client and Support handouts, and treatment schedules are provided in the addenda.

Chapter 5 expands the tracing of the theorized causal mechanisms beyond Egypt to see how far these mechanisms travel and if they operate in the same way across other cases of founding elections. Each case comparison begins with an analysis of the processes of party formation, linking the political opportunity structure of the authoritarian era to the contours of the ideological landscape and the strategic incentives facing different groups at this juncture. Each case then examines the evidence for the mechanisms linking the authoritarian era political opportunity structure to the organizational and persuasive resources available to each political group and their ability to use different mobilization tactics. As in Egypt, opposition groups that were excluded from electoral participation possess similar organizational and symbolic resources and thus are able to use more effective voter mobilization tactics than other political groups, resulting in their electoral success. The accounts find evidence for this causal chain in Tunisia, Poland, Czechoslovakia, and Zambia, but the mechanism operates differently in the case of Brazil, offering useful insight into the scope conditions under which the mechanisms theorized in the Egypt case operate elsewhere.