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Part II of this book contrasts the organisational history of the MTRC and the KCRC with a focus on their corporate governance arrangements and issues. This chapter compares the establishment, legal-formal governance arrangements and a history of organisational transformation of the two railway corporations. It explains that a basically similar legal-formal model was applied to both the MTRC and the KCRC but specific government policy differences put the two corporations on different paths in the years to come. Four specific topics are discussed: the historical public debates on the organizational transformation and corporate governance from the 1970s to the new millennium; how the MTRC model was adopted and modified in the establishment of the KCRC in the early 1980s; the year 2000 when the MTRC was restructured into a listed company; and the formal mechanisms of accountability and public control of both railways.

Chapter 4 of Practice Research in the Human Services: A University-Agency Partnership Model offers examples of practice research that employ cross-case comparisons in order to identify practice implications and enable senior managers to identify innovations for application to their own organizations. The key steps are described, including the dialogue and negotiation process that involves the university researcher with the practice community of agency administrators. The first study described in the chapter examined welfare reform implementation by county agencies, based on interviews with social service agency staff and consumers, as well as documents relevant to each program or practice. The second study focused on organizational knowledge-sharing processes in county agencies, while the third study explored organizational growth and resilience among nonprofit organizations. Practice research principles generated by the projects relate to generalizability limitations, data source triangulation and timeliness, and case study context.

Chapter 1 depicts the political, social and economic situation on the European continent at the end of World War Two and gives an account of international and United States relief activities to help feed the war-afflicted civilian populations in Europe. It takes a closer look at the incorporation and establishment of the Cooperative for American Relief to Europe (CARE) as a temporary private voluntary relief organization and sheds light on the social and political dynamics leading up to the establishment of one of the fastest growing US humanitarian NGOs in the aftermath of WWII

Chapter 2 focuses on CARE’s expansion from a private relief organization delivering ten-in-one rations from citizens of the United States to recipients in Europe into a constantly growing organization focusing on diversified food relief parcels to recipients in dozens of countries in Europe and Asia. It takes a closer look at internal governance processes and conflicts accompanying CARE’s organizational growth and the enhancement of its humanitarian mission

This chapter tells the story of the Towarzystwo Rozwoju Handlu, Przemysłu i Rzemiosł (the Society for the Advancement of Trade, Industry, and Crafts; Rozwój or Advancement for short). Its establishment was the high point of the campaign to put in place a framework for the economic boycott. No advance information about the founding of the organization was published. In mid-June 1913 an announcement was published stating that the governor’s commission on unions and associations had confirmed the society’s statute. The announcement emphasized the significance of the founding of such an organization. A few days later the statute was published. The society’s purpose, as formulated in the statute, was in accordance with its name: ‘The Society has as its aim the cooperative advancement of industry, crafts, and trade among Christian people, mutual aid in this direction for members of the Society, and the support of the industrial, craft, and trading activities of the Society’.

In any discussion about culture, image, and identity in an organizational setting it is important to understand something of the wider social, political, and historical context. This chapter sets the scene for the primary research in the case study Hospice by giving the reader an insight into the development of the modern hospice movement and how this history contextualizes the positioning and perceptions of the hospice in society and the wider healthcare economy. In so doing, the chapter discusses, inter alia: the work of the founder of the modern hospice movement, Dame Cicely Saunders; the opening of the first hospice of the modern era, St Christopher’s Hospice in London in 1967; the notion of hospice as a ‘community’ of care; and the continued association of hospices and patients with a cancer diagnosis.