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This article describes the foundation of Hamilton's theory and practice of public administration. That foundation consists of four interconnected pillars: politics, organization design, ethics, and law. These pillars undergird the public administration today but are not recognized as the foundation of the field. We may be entering a period of reform in our conception of the field. If this is so, we will perhaps also reconsider the interpretation of the field's origins. Hamilton should figure prominently in any such revision for he, more than any other founder, attended to the theory and practice of public administration in the American Republic. We cannot help but practice the craft of public administration in his shadow.

In the last few decades, we have developed a substantial body of knowledge about CEO succession. However, except for some studies of family businesses that lack direct applicability to nonfamily CEO succession, the past studies of succession have not examined the very first succession event in a firm, when the Founder-CEO is replaced, on a large-scale basis. The critical differences between later-stage succession and Founder-CEO succession include the higher level of attachment between Founder-CEOs and the firms they create, the much larger equity holdings of Founder-CEOs (which give them much more control of the firm), the fact that many Founder-CEOs remain in the firm (even though it is being run by their successors), and the fact that nearly all early-stage succession events involve outside successors (in contrast to later-stage succession research, which has focused on the insider-outsider distinction). These differences make it hard to extrapolate from later-stage succession findings to Founder-CEO succession. Therefore, in order to examine Founder-CEO succession, I used field research and grounded theory building to study the factors that should affect Founder-CEO succession in Internet start-ups. I find that there are two central intertemporal events that may affect Founder-CEO succession: The completion of product development and the raising of each round of financing from outside investors. I develop testable hypotheses about how each of these events affect the rate of succession, and then test these hypotheses using an event-history analysis of a unique dataset containing the succession histories of 202 Internet firms. My findings point to multiple "paradoxes of success" in which the Founder-CEO's success at achieving critical milestones actually causes the chance of Founder-CEO succession to rise dramatically.

The focus of this article is the deep transformation of labour markets and working life in the wake of `1968', where the class language culminated in slogans like co-determination, Mitbestimmung and autogestion, and in the development of new practices like sit-ins, work-ins, factory occupations and so on. The massive criticism expressed in the new language posed a major challenge not only to organized capital, but also for organized labour, i.e. the trade unions. However, the shop floor protests were quickly followed by the new neoliberal ideology emphasizing values like proximity and flexibility, and a growing role for the individual worker in a friendly relationship with the employer as opposed to the old class-based antagonism. The old Arbeiter became the Mitarbeiter, the worker became the co-worker. The article discusses the preconditions of this conceptual transformation.