Human BID ELISA Matched Antibody Pair

In this article, I argue that much of the discourse observable within the UN constitutes neither unnecessary and unproductive 'talk' nor efforts to convince outside audiences of its legitimacy, but actually a form of institutional self-legitimation that is key to its ability to function. Using the case of the UN's Department of Peacekeeping Operations (DPKO), I show that because the organisation has a multifaceted organisational identity, it faces situations where it is forced to choose between multiple but equally appropriate courses of action, and it uses self-legitimation alongside other mechanisms to overcome these tensions. I specify three sets of circumstances in which this occurs, showing how DPKO uses discourse thatsimplifiesandexceptionalisesin a bid to reconcile or downplay these contradictions and reassert a cohesive and legitimate organisational identity internally. This simplification and exceptionalisation in turn serve anenablingfunction, allowing DPKO to continue operating in conditions of complexity by decreasing risk aversion and instilling a deep sense of professional loyalty in staff. At the same time, such discursive processes are costly and may entrench inefficient practices, rendering the effects of self-legitimising discourse paradoxical: they may enable action, but they reduce the efficiency and effectiveness of that action.

Since there is fierce competition in the global high-speed rail (HSR) market, pursuing sustainable development has become an essential task for HSR firms. However, competition on the international HSR projects shows prominent dynamic characteristics, which pose severe challenges to the sustainable development of HSR firms. Transient competitive advantage (TrCA) as a kind of advantage, that can be built quickly and abandoned rapidly, would guide HSR firms winning awards and survival in the dynamic competitive environment. To explore how HSR project bidders achieve their TrCA in the bidding process, this study conducted a multicases approach. We have collected the data by using the query-based website crawler as well as focus group discussion. First, the main strategic activities were identified while their sources and roles were discussed in the context of TrCA theory. Then, a conceptual framework was developed to reveal the improvement of TrCA. To the best of our knowledge, this is the first work that proposes conceptual framework for TrCA improvement. Implications related to the findings are proposed to understand the formation and improvement of TrCA further. The results provide a comprehensive guidance for HSR project bid managers, market players, and future market entrants adopting main strategic activities.