Search results

The purpose of this study is to highlight the pitfalls companies face in confronting their history and how to manage them.

This study uses a review of the literature and current commentary on how different cultures and companies have come to terms with their history with slavery.

Companies that demonstrate transparency, accountability and consistency are more likely to accrue reputational equity.

The research involved was selective and by no means exhaustive.

This is the first treatment of contemporary corporate encounters with their history set in the context of historical revisionism.

Soon after the Lehman crisis, the International Monetary Fund (IMF) surprised its critics with a reconsideration of its research and advice on fiscal policy. The paper traces the influence that the Fund’s senior management and research elite has had on the recalibration of the IMF’s doctrine on fiscal policy. The findings suggest that overall there has been some selective incorporation of unorthodox ideas in the Fund’s fiscal doctrine, while the strong thesis that austerity has expansionary effects has been rejected. Indeed, the Fund’s new orthodoxy is concerned with the recessionary effects of fiscal consolidation and, more recently, endorses calls for a more progressive adjustment of the costs of fiscal sustainability. These changes notwithstanding, the IMF’s adaptive incremental transformation on fiscal policy issues falls short of a paradigm shift and is best conceived of as an important recalibration of the precrisis status quo.

Explores the possibilities of basing scientific investigation on the practical experiences gained by the author when he participated in the development of the Student Information System of a Finnish university. The practical process which lasted over a decade contained several theoretically interesting issues which could be formulated as meaningful research problems. They concerned the design of acts, the evaluation of the outcomes of the various phases of the process, and the formulation of the experience to models which could be transferred to other contexts. The overall analysis method is reflection‐in‐action in the form suggested by Donald Schön. Each practical problem is paraphrased through reflection‐in‐action which yields a theoretical understanding of the phenomenon at hand. This frames the situation; the framing is necessary for the solution that is to be designed. Indicates that reflection‐in‐action can yield research results just as valid as other types of organizational studies. It is not superior to other possible approaches such as action research or organizational ethnography, but the threats to its quality, like the danger of partiality and revisionism of the investigator involved, are compensated for because the researcher has excellent access to the target organization and even confidential data.

The view of Karl Marx as “revolutionary” endorsing violent overturn of the capitalist system is standard textbook fare filtering through to popular and professional opinion. John Stuart Mill specialists frequently contrast their subject with Marx in this regard. The perspective on Marx as “revolutionary” is unconvincing, for Marx was no less “evolutionary” than Mill, his version of evolution reflecting concern that reformist measures to correct perceived injustices in the capitalist-exchange system might assure its permanence, and extending to the stage following a proletarian political takeover which might itself occur by way of democratic voting enabled by extensions of the franchise accorded by the capitalist state itself. Our demonstration prefaces a speculative evaluation of Mill’s stance regarding Marx – “speculative” since Mill apparently never read Capital. In particular, Mill would doubtless have welcomed Marx’s position, for to differentiate him from the continental “revolutionaries” makes excellent sense considering his principle that when it comes to prediction all depends on ruling circumstances coupled with his evolutionism including allowance after a proletarian takeover of a residual capitalist sector, income inequality, and compensation of expropriated property owners. By the same token he would have found unpalatable Marx’s vision for a more distant communism of a central-controlled system.

This is the first English version of Karl Kautsky’s essay “Theories of Crises,” originally published in 1902 in Die neue Zeit, the theoretical organ of the Social Democratic Party of Germany. Kautsky’s essay was a review of Michael von Tugan-Baranowsky, Studien zur Theorie und Geschichte der Handelskrisen in England (Studies on the Theory and History of Commercial Crises in England), published in 1901. Kautsky’s review of Tugan-Baranovsky’s book is divided into five sections: (1) “Introductory Remarks”; (2) “The Decreasing Tendency of the Rate of Profit”; (3) The Explanation of Crises by Underconsumption; (4) Tugan-Baranovsky’s Theory of Crises; and (5) The Changes in the Character of Crises. We have translated in full the Sections 3 to 5.

The world is in a cold peace which is peace without being secure. At the heart of the cold peace is the competition between China and the USA. The cold war will not return because the old and new great powers simply are not as powerful as the old duellers at the start of the cold war. Other important powers, like the EU, Japan, and Russia, have significant roles in determining the outcome.

However, the intense competition between China and the USA has dire consequences for the future of humanity. It fuels nationalism and xenophobia and makes them less capable of addressing domestic issues, such as inequality, misinformation, ageing, etc. It also dims the hope for meaningfully tackling global issues like global warming, which requires a global innovation and mass production system to change the fundamental calculation of economic development and climate policies.