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This study proposes a mix of historical, organizational and generational life cycles as explanatory variables for the “sharing style” of intentional communities such as kibbutzim in Israel. It evaluates the effectiveness of four strategies, namely, economic ownership, ultimate personal freedom, sense of belonging and religious belief employed by kibbutzim to sustain their lifestyles as sharing communities.

The study’s data collection methods include a mix of literature review and content analysis of interviews and observations conducted by the study’s researchers over a period of twenty years.

Environmental uncertainty, which served as one of the main motivators for the establishment of kibbutzim, has been diminished over their life cycle, forcing them to change their socioeconomic model of sharing. Most kibbutzim elected to employ the household’s economic private ownership strategy to move from the “maturity” to the “renewal” lifecycle stage, thereby avoiding “decline.” Three representative kibbutzim chose to deploy ultimate personal freedom, enhanced sense of belonging and shared religious practice strategies to reach the renewal stage.

Current crises, such as weather disasters, pandemics and wars, have demonstrated the justification for the existence of shared leadership communities. This study considers the advantages and pitfalls of economic and psychological conditions necessary for sustaining such communities over the period of their life cycles. We propose that out of the four strategies analyzed, only the strategy of economic private ownership can be sustained under conditions of global, national and commune’s increasing levels of individualism.

This study introduces historical, organizational and generational elements into the commonly described construct of organizational and product life cycles. It describes four variations of the communal sharing socioeconomic model that have been adopted to combat the degradation of the communes into the decline stage and evaluate their viability. The study therefore generalizes life cycle theory to non-for-profit organizations, making life cycle theory more specific.

How transferable is the Japanese way of managing? New evidence indicates some interesting trends.

Special interest groups have reached a societal critical mass. They no longer simply direct public attention toward a specific issue but encourage a way of life which demonstrates their members' convictions to a broader set of principles.

In the West, society has been on an inexorable journey from autocracy to democracy. Though there have been dark ages and various regressions there seems to have been a fairly consistent move toward granting rights and entitlements to individuals which were once denied them or solely retained by a governing élite. The struggle for man's individual freedom to create the kind of life he so desires first freed him from the authority of bandits and feudal lords, then the authority of established churches, then from assorted tyrants, then from a secular governing elite. Now the struggle has shifted to the corporation where labour unions and others have been struggling to establish workers' rights and entitlements vis‐à‐vis the organisation. The owners and managers have become the latest in a long line of dominant ruling forces which retain vestiges of the feudal master's powers over the individuals in their realms — modern organisations.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The Honors College program prepares leaders for the 21^st century to become forces for positive change through problem-solving, scholarship, service, teamwork, and leadership. Its structure involves nine sequenced courses familiarizing students with challenges facing communities. Courses are team-taught by professors in different disciplines to highlight the diversity in applying concepts across contexts. This paper offers an examination of the connections for cultivating self-awareness through team-teaching in the classroom and experiential learning.

Paley's and Hardy's inequality are proved on a Hardy-type space for the Fourier–Dunkl expansions based on a complete orthonormal system of Dunkl kernels generalizing the classical exponential system defining the classical Fourier series.

Although the difficulties related to the Dunkl settings, the techniques used by K. Sato were still efficient in this case to establish the inequalities which have expected similarities with the classical case, and Hardy and Paley theorems for the Fourier–Bessel expansions due to the fact that the Bessel transform is the even part of the Dunkl transform.

Paley's inequality and Hardy's inequality are proved on a Hardy-type space for the Fourier–Dunkl expansions.

This work is a participation in extending the harmonic analysis associated with the Dunkl operators and it shows the utility of BMO spaces to establish some analytical results.

Dunkl theory is a generalization of Fourier analysis and special function theory related to root systems. Establishing Paley and Hardy's inequalities in these settings is a participation in extending the Dunkl harmonic analysis as it has many applications in mathematical physics and in the framework of vector valued extensions of multipliers.

Organizations are confronted with problems and political risks to which they have to respond, presenting a need to develop tools and frames of understanding requisite to do so. In this article, we argue for the necessity of cultivating “political judgment” with a “sense of reality,” especially in the upper echelons of organizations. This article has two objectives: First to highlight how a number of recent interlinked developments within organizational analysis and practice have contributed to weakening judgment and its accompanying “sense of reality.” Second, to (re)introduce some canonical works that, although less in vogue recently, provide both a source of wisdom and frames of understanding that are key to tackling today’s problems. We begin by mapping the context in which the need for the cultivation of political judgment within organizations has arisen: (i) increasing proliferation of political risks and “wicked problems” to which it is expected that organizations adapt and respond; (ii) a wider historical and contemporary context in which the exercise of judgment has been undermined – a result of a combination of economics-inspired styles of theorizing and an associated obsession with metrics. We also explore the nature of “political judgment” and its accompanying “sense of reality” through the work of authors such as Philip Selznick, Max Weber, Chester Barnard, and Isaiah Berlin. We suggest that these authors have a weighty “sense of reality”; are antithetical to “high,” “abstract,” or “axiomatic” theorizing; and have a profound sense of the burden from exercising political judgment in difficult organizational circumstances.

This volume of Political Power and Social Theory highlights ongoing conversations concerning sociological approaches to the global and historical study of race and racism. In this introduction, we discuss the challenges and promises of studying race across space and time. We emphasize that attending to race on the global scale not only improves our understanding of how race operates in current times, but also helps us better recognize how social relations of power are organized. We underscore how scholars ought to conceive of racism as central to the making of the so-called modern world. The eight papers in this volume advance this intellectual project. We consider them in conversation with one another to highlight four foundations for the global historical study of race and racism. First, the authors emphasize on-the-ground race-making. Second, they explore continuity, change, and overlapping racial orders. Third, the authors document the tensions between local dynamics and global relations, drawing attention to sites where the two meet. Fourth, the authors interrogate the relationship of modernity to the construction of race around the world. The articles in this volume are important examples of work that pushes the study of race and racism forward.

This chapter puts practices of everyday violence at the center of its analysis of colonial order. It examines the micro-mechanisms and manifold forms of threatening and hurting people. While a quotidian part of colonial life, such practices – accepted and normal within the colonial moral economy – are not normally seen as state actions. However, they reveal the workings of a powerful state: one that was built in an improvised fashion by low-level state representatives.

Based on an analysis of everyday police work in German Southwest Africa, this chapter offers a theoretical reframing of the colonial state that aims to provincialize the modern European state. It shifts the perspective away from the legal and institutional aspirations and structures of the state, instead turning attention to less rationalized processes: the idiosyncratic, makeshift, affective procedures of low-ranking officials. On this plane, everyday violence played a key role in generating a new social order. Ultimately, it had constructive effects which were a fundamental and inherent part of the colonial state’s power.