Suchergebnisse

The United States is currently trying to manage a fast-moving public health crisis due to the coronavirus outbreak (COVID-19). The economic and financial ramifications of the outbreak are serious. This Working Paper discusses these ramifications and identifies three interrelated but potentially conflicting policy priorities at stake in managing the economic and financial fallout of the COVID-19 crisis: (1) providing social insurance to individuals and families in need; (2) managing systemic economic and financial risk; and (3) encouraging critical spatial behaviors to help contain COVID-19 transmission. The confluence of these three policy considerations and the potential conflicts among them make the outbreak a significant and unique regulatory challenge for policymakers, and one for which the consequences of getting it wrong are dire. This Working Paper—which will be continually updated to reflect current developments—will analyze the major legislative and other policy initiatives that are being proposed and enacted to manage the economic and financial aspects of the COVID-19 crisis by examining these initiatives through the lens of these three policy priorities. It starts by analyzing the provisions of H.R. 6201 (the "Families First Coronavirus Responses Act") passed by the house on March 14, 2020. By doing so, this Working Paper provides an analytical framework for evaluating these initiatives.

Critics of urban and regional planning argue that it is best suited to manage incremental change. Can a planner's skills and expertise be effective in handling a major crisis and large-scale change? The mass immigration from the former Soviet Union to Israel in the 1990s offers the opportunity to study one of the largest-scale (non-disaster) crisis situations in a democratic, advanced-economy country. This book recounts the fascinating saga of how policymakers and planners at both the national and local levels responded to the formidable demand for housing and massive urban growth. Planners fo

In the Republic of Korea, chaebols—diversified and large-scale conglomerate forms of capital governed dynastically by an owner and the owner's family—have grown quickly, dominating the Korean market and substantially contributing to the Korean economy since their structuring in the 1970s. Some chaebol affiliates have grown into global economic powers within a mere thirty to forty years. However, the fast growth of the chaebols in Korea has also been associated with crises and in trying to manage these crises chaebols have not only changed the ways in which they accumulate capital, they have sought to establish hegemony over civil society.

Purpose
This study aims to outline the importance of distinguishing between different types of societal crises and the role that plays in how social enterprises may respond to crises at hand.


Design/methodology/approach
Previous literature is used to distinguish between various types of societal crises discussed in the study. Social enterprise responses to the COVID-19 pandemic, economic recession and the racial uprising in the USA that all erupted at the start of the 2020 decade are explored to illustrate the need for different responses to each.


Findings
The origin and manifestation of crises differ in that they may have public health, natural, economic or even intentionally man-made origins. In addition, in times of crisis, social enterprises must be prepared to innovate, adapt or at least manage the effects of one or more crises on their organizations. These innovations may be social, technology or economic innovations.


Research limitations/implications
This study contributes to knowledge about the role and value of social enterprise as a tool for addressing societal issues. The three types of crises explored in this paper will likely reoccur and evolve to manifest in new ways. As such, it is imperative that research on the efficacy of social enterprises during times of crisis are conducted to inform practice, policy and future research.


Practical implications
This study aims to inform and encourage institutions, particularly social enterprises, to recognize that "winter always comes." Crises always happen in life and how organizations respond to such crises will differ based on the type of crisis at hand. This study particularly contributes to knowledge by emphasizing the need for social enterprises to think about both economic uncertainty and the role they play in addressing crises in the long-term, not just when they occur.


Originality/value
To the best of the authors' knowledge, this study is one of the first to explore the role and value of social enterprises as a tool for combatting major social crises such as racism, pandemics and recessions.

Except in schoolboy jokes, the subject of human waste is rarely aired. We talk about ?water-related? diseases when most are sanitation-related - in short, we don?t mention the shit.A century and a half ago, a long, hot summer reduced the Thames flowing past the UK Houses of Parliament to a ?Great Stink?, thereby inducing MPs to legislate sanitary reform. Today, another sanitary reformation is needed, one that manages to spread cheaper and simpler systems to people everywhere.In the byways of the developing world, much is quietly happening on the excretory frontier. In 2008, the International Y

A manageable catastrophe -- Life expectancy and public opinion -- Structure of this book -- Denial and how it is overcome -- Private experience and public concern -- Giving meaning to AIDS -- 'Normalizing' AIDS -- Sex and power -- Domesticating AIDS, and its costs -- The media and overcoming denial -- Pavement radio -- AIDS activists : reformers and revolutionaries -- Confrontation and its limits -- 'Positive positive women' -- AIDS and elections -- Activist networks, local and global -- Transformations in governance -- New solidarities -- How African democracies withstand AIDS -- The issue of a lifetime -- 'Weber in reverse' -- How do African states 'really' function? -- Democratic demographics -- The economics of democracy -- 'New variant famine' -- The political benefits of AIDS -- Ugandan myths -- ABC : carefully mixed messages -- 'Fighting' AIDS -- On the difficulties of showing success -- Treatment regimes -- Power, choices and survival -- Lutaaya, 'alone' -- Democracies can manage AIDS -- Democracies do not prevent HIV.

Intro -- THE FINANCIAL CRISIS: ISSUES IN BUSINESS, FINANCE AND GLOBAL ECONOMICS -- THE FINANCIAL CRISIS: ISSUES IN BUSINESS, FINANCE AND GLOBAL ECONOMICS -- CONTENTS -- PREFACE -- CAUSES OF THE FINANCIAL CRISIS -- SUMMARY -- INTRODUCTION -- GREED WITHOUT TRUST: FINANCIAL CRISIS AND THE BREAK-DOWN IN SPONTANEOUS ORDER -- ABSTRACT -- INTRODUCTION -- GREED AND TRUST -- THE DISSIPATION OF TRUST AND THE BREAK-DOWN IN SPONTANEOUS ORDER -- REFERENCES -- ELEMENTS FOR AN EFFECTIVE MANAGEMENT OF A BUSINESS CORPORATION CRISIS SITUATION -- ABSTRACT -- 1. INTRODUCTION -- 2. THE DEFINITION OF A CRISIS -- 3. TYPES OF CRISES -- 4. CRISIS MANAGEMENT -- 5. CRISIS MANAGEMENT PRINCIPLES -- 1. Understand Media Interest in a Crisis Situation and How They are Going to Handle It -- 2. Define the Problem That Cause the Crisis Situation and Determine the Best Strategy to Follow in Order to Reduce to the Minimum the Negative Impact in the Business Corporation Activities -- 3. Ensure Compliance with All Legal and Regulatory Matters Established by the Competent Government Authorities -- 4. Manage the Flow of Information Associated with the Crisis -- 5. Assume That the Worst Scenario Will Appears and That the Situation Will Escalate and Get Worse Before It Get Better -- 6. Remember All Constituencies When Dealing with a Crisis Situation -- 7. Measure Results Achieve in Managing the Crisis in Real Time -- 8. Identify the Facts That Need to Be Measured -- 9. Avoid Looking or Sounding too Defensive and Resist Being Drawn into a Situation That Could Weakness the Position of the Business Corporation during the Crisis Situation -- 10. Speedy Communication Is Essential, Especially with the Media and the Public -- 6. ASSEMBLE A CRISIS MANAGEMENT TEAM -- 7. CRISIS MANAGEMENT TEAM OPERATIONAL PRINCIPLES -- 8. THE TEN MOST COMMON MISTAKES MADE IN A CRISIS SITUATION.

AbstractIn reacting to the Financial Crisis of 2007–2009, the U.K. Civil Service has sought to redefine its relationship with its employees. The U.K. Civil Service appears to have shifted to a model of employer–employee relationship which segments the workforce, markets itself to its perceived core employees, and demarkets itself to its perceived noncore employees. The findings challenge the previously held assumption that internal demarketing constitutes accidental, manager‐level, bungled, but well‐intentioned, attempts at internal marketing.

Iraq is facing daunting challenges of Islamic State of Iraq and Syria (ISIS) insurgency, political upheaval, and profound economic and humanitarian crises. Compounding the ISIS-related crisis, the sharp decline in global oil prices has resulted in significant decline in oil export revenues. Implementation of political reforms, announced in August 2015, has been slow due to constitutional constraints and systemic resistance to changes. Iraq's economic prospects are subject to significant risks. Iraq has recently achieved some important steps towards strengthening its investment climate, but much remains to be done. An attractive investment climate is integral to economic growth and poverty reduction. A key task of the government is to balance the interests of society and individual firms. A stronger investment climate does not equate with a more comfortable life for individual firms. The government must manage these trade-offs: global analysis of the World Bank's investment climate surveys shows that firms facing strong competition are on average fifty percent more likely to innovate than firms reporting no such pressure. Innovation, in turn, is a key ingredient for productivity improvement. The special focus section explores the different aspects of the investment climate in order to better understand their importance. With this background, the authors then look at Iraq's investment climate and recent efforts to strengthen it. Finally, the authors look at priorities for improving Iraq's investment climate going forward.

This paper characterizes the successful civil lawsuits brought by sub-national units of government in the US against multinational pharmaceutical companies to recover the costs of public expenditures (goods and services) incurred as they attempt to manage the 'opioid crisis,' as a scapegoating strategy whose function is to deflect attention from the governance failures that allow corporate colonization of the public sphere and rescue the moribund privileges of whiteness enjoyed by the 'blue collar aristocracy' until neoliberal globalization rendered them obsolete. Recent drops in white life expectancy, which are associated with chronic diseases and non-medical opioid use, map onto high unemployment and under-employment rates in formerly prosperous communities, now fodder for populist political campaigns. Criminalizing the pharmaceutical companies and executives for peddling prescription medicines to inadequately trained (in the treatment of pain) physicians — some of whom prescribed opioids inappropriately to (majority white) patients/consumers, some of whom developed addictions, and/or poisoning following non-medical use or consumption with alcohol or illicit substances —medicalizes the white opioid crisis and identifies consumers as victims. This distinguishes them from the Americans of color whose 'drug use' has been criminalized, who have been disproportionately arrested, and sentenced to long periods of incarceration that entail the loss of civil and political rights, including the right to vote. White elites staked out the 'color line' before the Founding, perpetuating it through various scapegoating and 'shapeshifting' strategies to the present day. The lawsuits are only the most recent iteration of a morally bankrupt carceral state.

This paper characterizes the successful civil lawsuits brought by sub-national units of government in the US against multinational pharmaceutical companies to recover the costs of public expenditures (goods and services) incurred as they attempt to manage the 'opioid crisis,' as a scapegoating strategy whose function is to deflect attention from the governance failures that allow corporate colonization of the public sphere and rescue the moribund privileges of whiteness enjoyed by the 'blue collar aristocracy' until neoliberal globalization rendered them obsolete. Recent drops in white life expectancy, which are associated with chronic diseases and non-medical opioid use, map onto high unemployment and under-employment rates in formerly prosperous communities, now fodder for populist political campaigns. Criminalizing the pharmaceutical companies and executives for peddling prescription medicines to inadequately trained (in the treatment of pain) physicians — some of whom prescribed opioids inappropriately to (majority white) patients/consumers, some of whom developed addictions, and/or poisoning following non-medical use or consumption with alcohol or illicit substances —medicalizes the white opioid crisis and identifies consumers as victims. This distinguishes them from the Americans of color whose 'drug use' has been criminalized, who have been disproportionately arrested, and sentenced to long periods of incarceration that entail the loss of civil and political rights, including the right to vote. White elites staked out the 'color line' before the Founding, perpetuating it through various scapegoating and 'shapeshifting' strategies to the present day. The lawsuits are only the most recent iteration of a morally bankrupt carceral state.

How did Denmark avoid a macroeconomic catastrophe in the 1980s and 1990s and still manage not only to maintain but also expand its welfare state? Critics of the welfare state identified the vices behind Denmark's macroeconomic troubles as its enormous, thoroughly unionized, and unresponsive public sector combined with the large numbers of people who relied on the welfare state for their livelihood and thus made programmatic cuts politically difficult. Taxes for this welfare state compressed investment, eroding both fiscal and current account balances. Yet by the mid-1990s, public support for t