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THE ARGUMENT OF THE PAPER IS THAT POLITICAL SCIENCE WOULD BENEFIT FROM CLARIFICATION OF THE CONCEPT' CIRSIS, AND THAT THIS CLARIFICATION SHOULD BE RELATED TO NEIGHBOURING CONCEPTS SUCH AS 'STABILLITY" AND 'BREAKDOWN. IT IS SUGGESTED THAT THE STABILITY OF A POLITICAL REGIME IS DEMONSTRATED BY ITS ABILITY TO AVOID TRANSFORMATION AS WELL AS BREAKDOWN AT TIMES OF CRISIS WHEN THE CONTINUITY OF THE REGIME'S IDENTIFYING CHARACTERISTICS IS THREATENED.

This book studies the evolution in human thought, action, and behavior as a result of the 2008 financial crisis and the Covid-19 crisis. Through the presentation and analysis of data, as recorded for at least a decade, and using the Greek economy as a case study, the authors examine the changes in social and human capital, increasingly risk-averse behavior, and changes in people's general psyche and economic action in Greek society and economy.

Political Discourse Analysis addresses the challenges facing political actors at all levels of society and across a range of regimes. It shows how discursive legitimisation strategies can vary on a continuum ranging from the stabilising effects of institutional discourse and the management of destabilising factors inherent in new types of media to the destabilising potential of rhetorical devices and deliberate de-legitimisation strategies used to attack opponents. The diverse approaches show how political actors strive to maintain control in the context of democratic deficit and crisis in developed societies while addressing growing global threats to stability in all regimes. While many actors seek legitimisation through the institutional structure, media or rhetoric, others may seek to weaken any opposition to them through de-legitimisation. In this collection Butler provides the reader with replicable methods that can be adapted to political contexts.

"Which strategy making approach works best in a crisis? In current literature, the recommendations oscillate between prediction, control, and practice, but this unique book focuses specifically on strategy making in a crisis." "In a crisis, the business landscape is neither stable nor predictable, resources are scarce rather than abundant, customers disappear and shareholders revolt, all of which can make prediction and control very difficult. Drawing on evidence from philosophy, and on a multi-year case study of a major multinational, Michael Gibbert points to three different kinds of imaginations and proposes a three-step model for imaginative strategy making." "Introducing new topics on this subject, Strategy Making in a Crisis will strongly appeal to top-level managers, including corporate development departments, and business-unit level strategy. Postgraduate students will also receive ideas for their own theses, not only from the content, but also from the approach - which is deductive and integrates management theories using social science literature - and methodology."--BOOK JACKET

Focuses on the regular and peacekeeping budgets since 1945; suggestions for solution and structural reform of the UN as an institution. Contends that UN members do not fully pay their dues and that the US accounts for much of the shortfall.