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In 1969, Warren Nutter left the University of Virginia Department of Economics to serve as the Assistant Secretary of Defense for International Security Affairs in the Nixon administration. During his time in the Defense Department, Nutter was deeply involved in laying the groundwork for a military coup against the democratically elected president of Chile, Salvador Allende. Although Nutter left the Pentagon several months before the successful 1973 coup, his role in Chile was far more direct than the better-known cases of Friedrich Hayek, Milton Friedman, James Buchanan, and Arnold Harberger. This chapter describes Nutter’s role in Chile policymaking in the Nixon administration. It shows how Nutter’s criticisms of Henry Kissinger are grounded in his economics, and compares and contrasts Nutter with other economists who have been connected to Pinochet’s dictatorship.

An essential part of any customer experience management strategy is providing a seamless experience. One of the roadblocks, often a recurring barrier, is the presence of silos. Many people see corporate silos as a function of the organisational structure. But that is only one part of the problem. Influencing siloed mindsets across the length and breadth of the organisation is probably a more significant challenge. The siloed structure and mindset together impact the culture of the organisation that, in turn, affects their quality of customer experience management. This chapter covers the essential aspects of understanding the meaning of silos, including a historical, cultural and organisational perspective on what creates silos. While silos are inevitable, their adverse consequences are not. This chapter provides directions on how to overcome the adverse aspects of silos, thereby enabling better management of customer experiences. Multiple examples, from a customer as well as an organisation point of view, are used to highlight this dimension. The chapter also covers the role of a leader in breaking a silo culture and enabling successful application of various strategies for customer experience management.

Paul Samuelson was attracted to the irregular economic development pattern of some South American countries because of the links between economic performance and political factors. He discussed the influence of “populist democracy” on Argentina’s relative economic stagnation, which, he argued in the 1970s and early 1980s, served as a dangerous paradigm for the American economy under stagflation. Stagflation phenomena marked the end of Samuelson’s “neoclassical synthesis.” Moreover, he applied his concept of “capitalist fascism” to deal with military dictatorships in Brazil and (especially) in Chile. The Brazilian translation of his Economics in 1973 brought about a correspondence with Brazilian economists about the “fascist” features of the regime. The main variable behind the South American economic and politically unstable processes discussed by Samuelson was economic inequality, which became also a conspicuous feature of the American economy since the adoption of market-based policies in the 1980s and after.

Code-sharing, a phenomenon observed in international airline markets, has emerged as an important form of alliance in the domestic U.S. airline industry. Unlike international markets where code-share agreements were often the only way for a carrier to enter into a route serving another country, the post-1980 U.S. airline industry has enjoyed de facto free entry and exit. However, the financial conditions of the mid-1990s combined with various constraints on airport and airspace capacity led domestic carriers to experiment with code-sharing.

A lament of the educated during the past few decades has been over the incursion of work into private life. In the modern industrialized world, where consumer pleasures and entertainments abound, it is ironic that those best positioned to purchase them are often too engrossed in work to take the time to do so. The most skilled, privileged and well-remunerated in our society are consumed by work. In the nineteenth century, for the most educated and privileged to be so occupied would have meant social exclusion. Paid work (or sold-time) was a form of debasement; it brutalized the mind making the individual unfit for the enjoyment of social virtues (Mills, 1956, pp. 215–218; Sombart, 1915, p. 18). Now, 100 years later, the circumstances are neatly inverted. Work is a source of social status and privilege and those without work are devalued and excluded. Nikolas Rose (1990, pp. 160–161) describes the modern “world of work” as “a realm in which productivity is to be enhanced, quality assured and innovation fostered through the active engagement of the self-fulfilling impulses of the employee.” In other words, the individual’s desires for “autonomy” and “creativity” map neatly onto the organization’s search “for excellence and success.” It is an elective affinity as elegant as Protestantism with capitalism.

Personnel selection has a long and successful record for effectiveness in applied psychology. We propose that this record for effectiveness has been narrowly focused on the individual level of analysis, resulting in a lack of suitability for addressing conceptual and applied phenomena at unit (group, organizational) levels of analysis. The chapter integrates the traditional personnel selection focus on individuals with recent thinking on multiple levels of analysis and we show how this alternative has implications for selection system design, assessment procedures, and validation research. Specifically, we first review and critique the individual selection model from a multi-level orientation and then explicate how multi-level selection procedures may be enacted and evaluated. We then compare the development and validation of selection practices in two fictional organizations, one using the traditional focus on individuals and one using our revised multi-level methodology, to-illustrate the benefits of the new approach. We conclude with several recommendations for future research and practice.

In this paper, we analyse how the national variety in professional organisation is affected by the current period of globalisation by reference to key features of the business law firm in the US, the UK and Germany. Our argument is that changes in law firms from these different countries are indeed intertwined with each other through a gradual process of legal globalisation but that they are not necessarily converging on a dominant US model. Rather we find evidence that new hybrid types of firms are arising in Europe out of a re-combination of elements of different national models.