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This Recent Development first considers the problems that gave rise to the adoption of revised rule 14d-8, the rationale that three members of the Commission articulated in support of the rule,' and the rationale of the two members who opposed it. The Recent Development then examines two judicial decisions, one that considers the validity of the current tender offer practices under the Williams Act and rule 14d-8'8 and another that analyzes the rule making authority of the SEC under sections 14(e) and 23(a) of the Exchange Act. Relying primarily upon congressional hearings and debates,' the Recent Development next discusses the stated congressional purposes underlying both section 14(d)(6)of the Exchange Act and the SEC's rule making authority under section 14(e). In light of this legislative history, the cases addressing multiple pro ration pools, and the Commission's rule making function, this Recent Development concludes that the SEC exceeded its rule making authority by promulgating revised rule 14d-8.22 The Recent Development advocates the presentation to Congress of the competing concerns that the debate over revised rule 14d-8 reflects and recommends congressional consideration and action. In addition, the Recent Development urges the Commission to follow a more cautious approach in its rule making activities to avoid endangering the flexibility necessary for effective securities regulation.

In one of the first studies of its kind, all the wire stories used and all those rejected by a non-metropolitan newspaper over a seven-day period are classified by content, and the reasons given by the telegraph editor for his choices are analyzed. Dr. White is research professor of journalism at Boston University.

"Research in cognitive science over the last 30 years shows much of what we know about culture in the business world is based on myth, wishful thinking, outdated science, or is just plain wrong. This is why culture shaping and change programs in organizations often amount to little more than sloganeering with minimal impact on the lived experience of employees. This book bridges the gap between the latest research on cognitive science and culture, providing a valuable guide for change leaders, CEOs, and practitioners on how to sustainably work with and change this important resource. It answers many of the major questions that have plagued culture work, such as: Why so many CEOs and management consultants preach culture change when so few culture interventions actually succeed, why CEOs persist in believing "culture starts at the top" when virtually no research in anthropology supports that claim Why most culture shaping approaches have no answer for how to effect culture in global companies, why so many culture-shaping projects focused on corporate values despite the fact modern science shows why changing personal values is exceedingly difficult What we are learning about culture from the last 30 years of cognitive science gives us the foundation for far more impactful and sustainable interventions than have been possible to date. This book explains why, showing how everyday business practices well beyond HR are key to culture change. Why? Because the brain's synaptic plasticity can only be altered through new, sustained and widespread organizational habits and routines. This groundbreaking, practical guide will show you finally how to realize the full power of culture as a transformational, empowering and competitive resource"--

Western analysts have become increasingly concerned with President Putin's centralization and control, with the term 'managed democracy' becoming a byword for the state of the Russian polity. In this important exploration, David White examines the gradual electoral decline of Russia's leading liberal party, the Yabloko Party. In doing so, he provides fascinating insights into the role of opposition, the development of the party system and, above all, the quality of democracy in Russia under President Putin. As an overtly democratic, liberal reformist party with a strong pro-Western orientation, the place and role of Yabloko in Russian politics is of concern to those interested both in the establishment of democratic norms and the relative strength of political forces promoting democratic and market reforms in Russia.

AbstractThe effect that different police protest management methods have on protesters' physical and mental trauma is still not well understood and is a matter of debate. In this paper, we take a two-pronged approach to gain insight into this issue. First, we perform statistical analysis on time series data of protests provided by ACLED and spanning the period of time from January 1, 2020, until March 13, 2021. After observing the data, it becomes apparent that employing kinetic impact projectiles is correlated with an increase in protests in the following days. Moreover, it serves as a more accurate indicator of the subsequent death toll compared to the mere number of protests. This leads to the conclusion that the utilization of less-lethal weapons appears to provoke rather than quell protests, exhibiting an inflammatory effect. Next, we provide a mathematical framework to model modern, but well-established social psychology research on compliance theory and crowd dynamics. Our results show that understanding the heterogeneity of the crowd is key for protests that lead to a reduction of social tension and minimization of physical and mental trauma in protesters.