Suchergebnisse

In the present work we try to find out whether the existence of positive international externalities generates an incentive for cooperation between governments and if the adoption of a transfer payments scheme moderates that intensive. We adopt a simple economic model incorporating the international linkage of national economies. Utility proves always to be higher when countries cooperate than when they play Nash to each other. We then add a transfer payment scheme and prove it intensifies the intensive to cooperate, since a moral hazard problem arises on the top of the free riding problem.

To be published in the proceedings of the 2nd ESHS conference (Krakow, September 2006) ; International audience ; Before World War II, international science was mainly European and Eurocentric. The International Council of Scientific Unions and the International Institute for Intellectual Co-operation paid very little attention to science and scientists beyond Europe, which were mostly confined to colonial science institutions. Non-Western scientific achievements were ignored. When joining the new international scientific bodies after WWII, the politically engaged scientists tried to implement new principles rooted in the pre-war "social relations of science" movements. Joseph Needham developed his ideas in three memos during the war, and tried to put them into practice as the first head of Unesco science division (1946-1948). According to what he called "the periphery principle", Unesco had to support voluntarily the scientists and the scientific activities outside "the bright zone". Western scientists did not need such a support. My paper will present the various projects realized, or initiated, by Needham: the field scientific cooperation offices, international laboratories outside Europe such as the Amazon Institute, the promotion of national science organization, the popularization of science, the Scientific and Cultural History of Mankind, etc. I will confront Needham's initial aims with the results, to analyse the limitations and the contradictions of his projects in the political context (the growing Cold war), in the social context of the scientific milieu (mainly hostile to the periphery principle – Needham spoke later of the "parochial mind" of his colleagues) and in his own intellectual context (Needham kept some Eurocentric features and practices). Nevertheless, the issues raised by Needham marked Unesco for more than the two years he headed the science division, and revealed to be pertinent even now, in the present globalized world.

To be published in the proceedings of the 2nd ESHS conference (Krakow, September 2006) ; International audience ; Before World War II, international science was mainly European and Eurocentric. The International Council of Scientific Unions and the International Institute for Intellectual Co-operation paid very little attention to science and scientists beyond Europe, which were mostly confined to colonial science institutions. Non-Western scientific achievements were ignored. When joining the new international scientific bodies after WWII, the politically engaged scientists tried to implement new principles rooted in the pre-war "social relations of science" movements. Joseph Needham developed his ideas in three memos during the war, and tried to put them into practice as the first head of Unesco science division (1946-1948). According to what he called "the periphery principle", Unesco had to support voluntarily the scientists and the scientific activities outside "the bright zone". Western scientists did not need such a support. My paper will present the various projects realized, or initiated, by Needham: the field scientific cooperation offices, international laboratories outside Europe such as the Amazon Institute, the promotion of national science organization, the popularization of science, the Scientific and Cultural History of Mankind, etc. I will confront Needham's initial aims with the results, to analyse the limitations and the contradictions of his projects in the political context (the growing Cold war), in the social context of the scientific milieu (mainly hostile to the periphery principle – Needham spoke later of the "parochial mind" of his colleagues) and in his own intellectual context (Needham kept some Eurocentric features and practices). Nevertheless, the issues raised by Needham marked Unesco for more than the two years he headed the science division, and revealed to be pertinent even now, in the present globalized world.

Jorge Nef responds to one of the most pressing intellectual challenges of the post-Cold War era: the search for an analytical framework that will help us understand this turbulent and chaotic period in human history. His lucid and visionary analysis rests on the concept of mutual vulnerability: that in an increasingly interdependent world, global security is only as strong as the weakest link in the chain. This second edition includes new analyses of the economic crisis in Asia, the transformation of the G-7 into the G-8, the easing of the debt crisis, and Soros' critique of the New World Order. Data and sources are also updated, as are the discussions of conflicts in Africa, the former Yugoslavia, and central Asia.

Carla Bailo, CEO of the Center for Automotive Research, and Terry Barclay, CEO of Inforum, bring together over 30 of the most influential women in the automotive industry to share their insight and advice. From suppliers to OEMs, they hail from every corner of the industry. Readers will learn how to take charge of their own careers by understanding the experiences these professionals. Topics include: ?́ó Work-Life Integration - How can you be whole at home, at work, and in the community? ?́ó Education and Lifelong Learning - Do you really need a graduate degree? ?́ó Mentor and Sponsor Relationships - How do you find mentors and sponsors and form productive relationships with them? ?́ó Career Challenges - How do you evaluate when to take career risks? How do you say yes when all the boxes aren't checked? ?́ó Resilience - Where do you find the internal fortitude to keep going? ?́ó Personal Satisfaction - What do these leaders find most joyful about their careers? The Road to the Top is Not on the Map features female leaders who candidly share the habits, motivations, triumphs, defeats, and lessons learned that helped them achieve top jobs in the industry. Their insights have relevance for women at all stages in their careers, whether its young women interested in pursuing a career in the auto industry, those looking for their next strategic move, or those seeking insight and inspiration. "The women in this book share a passion for their careers and a passion for the industry. They have encountered obstacles and the occasional failure, as well as successes, but they have embraced all their earned wisdom and generously agreed to share it." Creating a book club during office hours is a great way for team members to draw upon the eperiences of thought leaders. The Road to the Top is Not on the Map is the perfect book to start with as the leaders profiled share their experiences, and challenge readers to evaluate their own choices. Book Club Kirs are available for companies wishing to start an employee Book Club