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The purpose of this paper is twofold: first, the authors construct a country-specific time-varying private rental regulation index for 18 developed economies starting from 1973 to 2014. Second, the authors analyze the effects of their index on the housing rental markets across 18 countries and states.

The authors’ index not only covers 18 developed economies over 42 years but also combines both tenure security and rent laws. The authors’ empirical framework is that of panel regressions with time and country fixed effects.

The authors’ index sheds further insights on the extent to which rent and tenure security laws have converged over the past 40 years for each economy. Moreover, the authors show three empirical results. First, stringent rent control regimes do lead to lower real rent growth rates than regimes with free rents. Second, soft rent control regimes with time-limited tenure security and minimum duration periods, however, may cause higher rent growth rates than free rent regimes. Third, rent-free regimes do not show significant high real rent appreciation rates.

The authors’ rental regulation index is the first time-varying index that covers more than 18 economies over 40 years.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

This chapter explores the implications of patrimonial politics in the Dutch East India Company empire in the context of establishing a settlement at the Cape of Good Hope in southern Africa in the mid-seventeenth century. The Cape extended the reach of Company patrimonial networks with elite Company officials circulating throughout the Indian Ocean empire and consolidating their familial ties through marriage both within the colonies and in the United Provinces. These patrimonial networks extended to the Cape as elite Company officials created families locally or married Cape-born women. As the colony grew, the Company created a class of free-burghers some the wealthiest of whom were tied directly into elite Company patrimonial networks. But from the early eighteenth century onwards these elite Company networks came into conflict with the evolving free-burgher patrimonial networks with which they were in direct competition. This paper argues that local patrimonial networks can evolve in a settler colony that challenge the elite patrimonial networks of the imperial elite.

This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into seven sections covering abstracts under the following headings: Marketing Strategy; Customer Service; Sales Management/Sundry; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

In the history of business management thought, six idea families have predominated during the last eighty or so years — bureaucracy (Max Weber), scientific management (Frederick Winslow Taylor), classical management (Henri Fayol), human relations (Elton Mayo), neo‐human relations (Abraham Maslow). To these one can add the more recent contributions of different writers under the heading of guru theory. The first five idea families are well known, but the sixth requires explanation. Gury theory achieved prominence during the 1980s. While not yet featuring extensively in management textbooks it has received widespread attention in the financial and business press (Lorenz, 1986; Dixon, 1986; Clutterbuck and Crainer, 1988; Pierce and Newstrom, 1988; Heller, 1990). Guru theory consists of the diverse and unrelated writings of well‐known company chief executives such as Lee lacocca (Chrysler), Harold Geneen (ITT), John Harvey‐Jones (ICI) and John Sculley (Apple Computer); of management consultants like Tom Peters and Philip Crosby; and of business school academics like Michael Porter, Rosabeth Moss Kanter and Henry Mintzberg. Since their contributions are so heterogeneous, and as the writings draw so much of their authority from the individual authors themselves, the adopted label is felt to be appropriate.

The first part of this chapter addresses the history and development of the International Study Association of Teachers and Teaching (ISATT) and its engagement with the global educational community. We provide an account of the context and background against which ISATT developed as well as information about the founders’ orientations and the actions that led to ISATT’s birth. The second part of the chapter uses patterns of topic focus as graphic indicators of the evolution of ISATT’s research interests expressed through publication titles.

This special “Anbar Abstracts” issue of the Health Manpower Management is split into five sections covering abstracts under the following headings: Management tools; Participation/roles; Types of change; Management Implementation.

This special “Anbar Abstracts” issue of the Journal of Product & Brand Management is split into six sections covering abstracts under the following headings: Marketing strategy; Customer service; Pricing; Promotion; Marketing research, customer behavior; Product management.