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The purpose of this paper is to determine whether the evolution of industry structure in the World Bank’s eight high performing Asian economies (HPAEs) displays the U-shaped relationship between manufacturing concentration and per capita income widely held to foster economic development. Increasingly prosperous HPAEs have long been hailed as models for success by other emerging economies. Focusing on a regional group of high performing economies enables us to relate policies used by successful HPAEs directly to observed patterns of manufacturing diversification and provide policy guidance to emerging economies.

A robust locally weighted scatterplot smoothing procedure is employed to generate the U-shaped relationship between manufacturing concentration and level of economic development. Policies used by the most successful HPAEs are discussed.

The relationship between manufacturing concentration and level of economic development is found to be U-shaped. Diversification of manufacturing is a prerequisite for successful economic development. Countries further along the economic development path such as Japan, South Korea, and Taiwan made extensive use of active and selective interventionist policies to diversify manufacturing before eventually specializing in a narrower range of export activities.

Emerging economies should follow examples set by the most successful HPAEs that demonstrated significant government assistance is required to foster economic development.

The paper is the first to investigate the evolution of manufacturing concentration over the economic development path HPAEs. Success enjoyed by HPAEs holds important lessons for developing and emerging economies.

The level and structure of protection from tariff and non‐tariff measures confronted by developing country exports of oilseeds, vegetable oils, and related products are examined to assess the gains available to these countries through further rounds of trade liberalisation. Although developing country exporters of these products can expect only limited benefits from a removal of tariffs by major developed market economy country (DMEC) importers, considerable gains could be realised by removing the relatively higher tariff rates imposed by the developing countries, and by removing the many non‐tariff measures which developing countries and DMECs use as well.

This paper proposes to use changes in intra‐industry specialization indicators over the period 1996‐2008 to assess the potential for factor adjustment pressures that may arise in the USA if the proposed USA‐Colombia Trade Promotion Agreement (TPA) is implemented. Results show that there is considerable scope for intra‐industry specialization between Colombia and the USA. The TPA should result in a larger increase in US exports to Colombia than US imports from Colombia, because Colombian exporters face much lower tariffs in the USA market than do US exporters in the Colombian market. Given the tariff asymmetry, scope for intra‐industry specialization, the relatively large size of the US market, and the small number of US industries that are likely to encounter factor adjustment pressures, the USA should ratify the agreement immediately.

Changes in intra‐industry specialization indicators are used to identify US industries that may face factor adjustment pressures as a result of the proposed USA‐Colombia TPA.

There is considerable scope for intra‐industry specialization between Colombia and the USA. Few US industries will be candidates for factor adjustment pressures.

The USA should ratify the TPA.

A new methodology is used to assess potential factor adjustment pressures associated with a TPA.

This note offers new archival insight into a 1925 polemical exchange between Frank Knight and John Maurice Clark that was hosted in the pages of Journal of Political Economy. Although the exchange centered on the effects of overhead costs on marginal productivity theory and the so-called adding-up theorem, it also provided significant elements to assess the methodological differences between two of the most representative American economists of the interwar years.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

Anna Julia Cooper and Septima Poinsette Clark were two prominent late 19th- and early 20th-century educators. Cooper and Clark taught African American students in federally sanctioned, segregated schools in the South. Drawing on womanist thought as a theoretical lens, this chapter argues that Cooper and Clark’s intellectual thoughts on race, racism, education, and pedagogy informed their teaching practices. Influenced by their socio-cultural, historical, familial, and education, they implemented antioppressionist pedagogical practices as a way to empower their students and address the educational inequalities their students were subjected to in a highly racialized, violent, and repressive social order. Historical African American women educators’ social critiques on race and racism are rarely examined, particularly as they pertain to how their critiques influence their teaching practices. Cooper and Clark’s critiques about race and racism are pertinent to the story of education and racial empowerment during the Jim Crow era.

The use of six non-fiction graphic novels to teach historical agency in a social studies methods course was examined in a critical action research study. Pre-service social studies teachers were asked to read one graphic novel and to discuss it with classmates, first in literature circles, then as a whole class. Data revealed graphic novels engaged pre-service teachers in thinking about historical agency, and helped them make connections between historical agency and their own agency. There were three overlapping ways pre-service teachers connected to historical agency in all six graphic novels: upbringing and personal experience, unpredictability of historical situations, and injustice. The findings highlight the value of graphic novels for teaching about historical agency in social studies courses because of their focus on historical agents’ positionality.

Studies five successful chief ’ntrepreneur officers (CNOs) together with one failure. Looks at why the CNO is indispensable. Presents 36 characteristics of CNOs across six groups: eagerly embracing risk, passionately innovating, creating/harnessing disequilibria, empowering the middle management, empowering top management with complementing industry product and participants and with complementing capital products and providers. Uses numerous case studies to demonstrate theory and provide a number of questions and answers.