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Since the 1980s, the sex ratio at birth (abbreviated as SRB) in China has been rising and has remained extremely high. With rapid social transition, gender imbalance has become one of the most significant issues of China's social management and has raised many problems and challenges. Innovation in the management principles and public policies of social management urgently needs a new perspective of holistic governance framework. Based on the latest trends in gender imbalance, using data from China's 2010 Population Census, this paper firstly reviews China's strategic policy responses and actions concerning the governance of the male-skewed SRB. With holistic governance theory, we focus on China's "Care for Girls" campaign to analyze the current public policy system. This paper then reveals fragmentation in the current management of China's gender imbalance. Finally we propose a social management framework for addressing China's gender imbalance. The public system needs to be strengthened, and the Chinese government should focus more on vulnerable groups such as forced bachelors in rural areas, and try to bring those groups into the policy framework for governance of gender imbalance. The proposed theoretical framework may help Chinese governments at various levels to design and implement improved social management of gender imbalance issues.

This article traces the evolution of the modern corporation from the American Civil War to the present. Professor O'Kelley begins with a focus on the period from 1865 to the Great Depression. This was the era of the Great Tycoon, the time of the second industrial revolution and the transformation of America's economy from small proprietorships and partnerships to the forerunner of the modern corporation. Professor O'Kelley then details the transformational crisis of the Great Depression and Adolf Berle's central role in shaping America's changed understanding of the proper relationship between government and the modern corporation. It was Berle, both as a scholar and key advisor to Franklin Roosevelt, who recast America's history so that the New Deal seemed a natural extension of individualism. The following part details the period encompassing the New Deal and the Second World War. It is this period in which the United States develop into a modern, Keynesian social democracy. It is this period when the United States, in partnership with the modern corporation, assumes the mantle of world hegemon. He then examines the modern corporation during heyday of American hegemony and the so-called "golden age of American capitalism;" the period runs roughly from 1950 to 1973 and is characterized by the Galbraithian Corporation, with power devolved to the technocracy of the firm. Professor O'Kelley concludes with tentative intuitions as to the nature of the modern corporation and the CEO in recent times. The tentativeness of this final section is purposive. We are too close in time to the "present" to agree on what has transpired, much less what is about to transpire. Thus, his effort is to provide a common backdrop for understanding the slightly more distant past, in hopes that conversation about the near present and near future will be more fruitful.

Two profiles of interorganizational governance of IT were obtained from interviews conducted with leaders involved in setting the governance mechanism needed to support successful IT collaboration with their business partners. Three attributes, based on literature from network governance streams, were used to uncover those profiles. They are the IT governance structure, the processes put in place to make decisions, and the roles of participants involved in setting the interorganizational governance mechanisms. Observed profiles share a continuum where the Contractual profile is at one end, and the Consensual profile is at the other end. Some performance variations among the two profiles exist, yet both profiles contribute to successful interorganizational relationships. These profiles were uncovered from seven case studies conducted in Canadian organizations. Through fifteen interviews with senior interorganizational IT governance committee members and IT executives, the critical IT governance mechanisms they employed were identified. Two cases are reported in this article, each one illustrating respectively the Contractual and the Consensual profiles.