Suchergebnisse

A story of a man who, in his business lunches with great leaders, his work to rid the city of Chicago of debauchery, and his contributions to the Moody Bible Institute, above all sought to share Christ with those around him. See how the vows Crowell made as a young man came to fruition

R.S.S. Baden-Powell, who founded the Boy Scouts movement in 1908, was a British military hero during the Boer War and an author, actor, artist, spy, sportsman, and female impersonator. In this absorbing and humane account of Baden-Powell's extraordinary life, Tim Jeal reveals for the first time the complex figure behind the saintly public mask, showing him to be a man of both dazzling talents and crippling secret fears.Reviews of the earlier edition:"Baden-Powell's life story is as rich and engrossing as any of his memorable campfire yarns . . . a monumental biography."-Zara Steiner, New York Times Book Review"In an age of good biographies, here is one that deserves to be called great . . . a magnificent book."-Piers Brendon, Mail on Sunday"Jeal's Baden-Powell is brave and self-seeking, devious and honorable, a domestic paragon whose repressed homosexuality fired his career, a soldier of genius who ultimately rejected militarism. . . . The story that Tim Jeal has to tell is epic, funny, and touching."-Philip Oakes, New Statesman"Superb."-Ian Buruma, New York Review of Books

This article describes the foundation of Hamilton's theory and practice of public administration. That foundation consists of four interconnected pillars: politics, organization design, ethics, and law. These pillars undergird the public administration today but are not recognized as the foundation of the field. We may be entering a period of reform in our conception of the field. If this is so, we will perhaps also reconsider the interpretation of the field's origins. Hamilton should figure prominently in any such revision for he, more than any other founder, attended to the theory and practice of public administration in the American Republic. We cannot help but practice the craft of public administration in his shadow.

In the last few decades, we have developed a substantial body of knowledge about CEO succession. However, except for some studies of family businesses that lack direct applicability to nonfamily CEO succession, the past studies of succession have not examined the very first succession event in a firm, when the Founder-CEO is replaced, on a large-scale basis. The critical differences between later-stage succession and Founder-CEO succession include the higher level of attachment between Founder-CEOs and the firms they create, the much larger equity holdings of Founder-CEOs (which give them much more control of the firm), the fact that many Founder-CEOs remain in the firm (even though it is being run by their successors), and the fact that nearly all early-stage succession events involve outside successors (in contrast to later-stage succession research, which has focused on the insider-outsider distinction). These differences make it hard to extrapolate from later-stage succession findings to Founder-CEO succession. Therefore, in order to examine Founder-CEO succession, I used field research and grounded theory building to study the factors that should affect Founder-CEO succession in Internet start-ups. I find that there are two central intertemporal events that may affect Founder-CEO succession: The completion of product development and the raising of each round of financing from outside investors. I develop testable hypotheses about how each of these events affect the rate of succession, and then test these hypotheses using an event-history analysis of a unique dataset containing the succession histories of 202 Internet firms. My findings point to multiple "paradoxes of success" in which the Founder-CEO's success at achieving critical milestones actually causes the chance of Founder-CEO succession to rise dramatically.