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Some economists who normally prefer to rely on free market solutions to economic problems often consider money a special good that requires government control to prevent overissue. But free banking advocates take the position that the market can control the supply of money without any government imposed rule. The type of banking system envisioned by the latter school would be one in which banks would be subjected to no restrictions regarding balance sheet choices and would be allowed to charge what they want on loans and pay what the market dictated on any source of funds. Each bank would be free to issue distinctive banknotes as well as deposits redeemable into some reserve asset that banks would hold in accordance with their goal of profit maximization subject to the necessary liquidity cost. There would be no required reserve holding, no minimum amount of capital, nor any restrictions on the type of loans a bank could make, nor where they could establish branch offices. Government's only role would be to enforce contracts and to punish fraud.

Established organizations regularly fail in their strategic responses to large-scale environmental transformations. In this chapter, the authors analyze the case of the British Broadcasting Corporation’s (BBC) successful response to digitization of the broadcasting industry. The authors identify two main forms of strategic response – establishing external collaborations and developing internal competencies – which were driven by recurrent cycles of renewal of the BBC’s Royal Charter. The authors conceptualize this process as “temporary incorporation,” an effective driver of strategic responsiveness not yet been discussed in the literature. This discussion relates temporary incorporation to the previous work on strategic change.

The purpose of this paper is to revisit a successful school to see how the principal had sustained success over time.

The paper uses a case study research design similar to the 2005 report.

The old findings revealed a principal who had used direction setting, developing people and redesigning the organization, as well as the enabling principles of accountability, caring and learning to turn around a failing, high poverty urban school. The new findings revealed that, while the same core practices and enabling principles were still in place, a significant change in governance structure had been required to sustain the school's success. Specifically, the school converted from a traditional public school to a charter school in order to protect investments made in teacher professional development. The resulting initiatives, introduced to stem teacher turnover, led to the emergence of greater teacher leadership and professional self‐renewal processes that sustained the school's success.

The paper adds to the literature on sustaining school success and the utility of governance change.

The purpose of this paper is to investigate the imputed “fall” and subsequent “reinvention” of the BBC during the 1990s, relating a managerialist “politics of forgetting” to the broader ideological narratives of “the post bureaucratic turn”.

The paper draws on a wide range of primary and secondary sources, combining case study analysis with long‐term historical perspectives on organisational change.

The paper shows the ways in which public sector professionals contested “post bureaucratic” pressures for marketisation and organisational disaggregation.

The paper shows the ways in which large‐scale technological, regulatory and organisational change was mediated by cultural continuities and recurrent “surges” of managerial control.

This paper examines the effect of bank expansion on credit access and terms of credit in early America. The bank records from Plymouth Bank, Massachusetts and the Census records provide detailed information on borrowers, endorser, types and terms of loans, and borrower characteristics. The results show that the introduction of new banks did broaden credit access. However, after competition was introduced, the Bank focused more on short-term bills of exchange. In other words, the Bank shifted its emphasis from long-term accommodation paper to short-term bills of exchange.

Evaluating the political influence of a teachers’ union is, necessarily, a somewhat subjective task. It appears to me that the teacher unions’ power, as measured by their membership strength, has remained healthy and in fact increased slightly since 1988. The most recent public figures for the NEA and the AFT indicate that the two organizations are collectively nearing four million members – counting the NEA’s membership of 2.7 million and the AFT’s just over one million (Newman, 2000). As a measure of the unions’ ability to mobilize teachers, however, those numbers may overstate the case for power. In the AFT, approximately half of its membership now comes from teacher aides and other non-teaching personnel such as school bus drivers (Keller, 2002). Even so, the number of teachers who are members of the NEA and AFT is considerable, and any explanation of a diminished political influence on the part of those unions must deal with the issue of their large memberships.

The East India Company was a hybrid corporation. This hybridity refers to the merchant-state function of the Company, designed as a joint-stock corporate established to trade and make profit, whilst simultaneously exercising public state governance over India. As the Company strived for profits, this was inherently detrimental to ruling a state of people. Its increasing public role alienated both Indians and the British government as it faced increasing criticism. Eventually British state intervention increased until the Company operated as an agent for British imperialism, and its corporate status continued to decline until the Company was replaced by British rule. Ultimately, the legacy of the East India Company represents the incompatibility of private actors taking on state responsibility.