Suchergebnisse

"How do we create the business school and managers of the future? This challenging question has been addressed by a number of researchers in recent times from the perspective of 'what needs to be changed?' - few if any have provided much in the way of 'how do we change things to meet the challenges of the future?'. Rethinking Business Schools draws upon extensive case study evidence from both Russell Group and Non-Russell Group University Business Schools in the UK to answer some of these questions from a European perspective and stimulate a wider debate between university leaders, business leaders and potential students as to what the business school of the future should really look like and the performance outcomes it should provide as we move through the twenty-first century and beyond"--

"How do we create the business school and managers of the future? This challenging question has been addressed by a number of researchers in recent times from the perspective of 'what needs to be changed?' - few if any have provided much in the way of 'how do we change things to meet the challenges of the future?'. Rethinking Business Schools draws upon extensive case study evidence from both Russell Group and Non-Russell Group University Business Schools in the UK to answer some of these questions from a European perspective and stimulate a wider debate between university leaders, business leaders and potential students as to what the business school of the future should really look like and the performance outcomes it should provide as we move through the twenty-first century and beyond"--

For the last couple of years, and especially prior to the elections during April 1994, South Africa society has been suffering because of ongoing violence. What could be the reasons for this phenomenon? Was it orchestrated or did it happen spontaneously? Is the miraculous and unexpected dawning of peace perhaps explained by the functional role which a 'symptom' may play within a system? The theory of functional symptoms states that the solution doesn't lie in identifying and eliminating the 'cause' of the symptom, but resided rather in the changing of the organizational patterns which necessitate the symptom.

Although the concept of randomized assignment to control for extraneous factors reaches back hundreds of years, the first empirical use appears to have been in an 1835 trial of homeopathic medicine. Throughout the 19th century, there was primarily a growing awareness of the need for careful comparison groups, albeit often without the realization that randomization could be a particularly clean method to achieve that goal. In the second and more crucial phase of this history, four separate but related disciplines introduced randomized control trials within a few years of one another in the 1920s: agricultural science, clinical medicine, educational psychology, and social policy (specifically political science). Randomized control trials brought more rigor to fields that were in the process of expanding their purviews and focusing more on causal relationships. In the third phase, the 1950s through the 1970s saw a surge of interest in more applied randomized experiments in economics and elsewhere, in the lab and especially in the field.

In this article, I articulate and defend an account of corporations motivated by John Searle's discussion of them in his Making the Social World. According to this account, corporations are abstract entities that are the products of status function Declarations. They are also connected with, though not reducible to, various people and certain of the power relations among them. Moreover, these connections are responsible for corporations having features that stereotypical abstract entities lack (e.g., the abilities to take actions and make profits).

Westerhout reviews Dangerous Sanctuaries: Refugee Camps, Civil War, and the Dilemmas of Humanitarian Aid by Sarah Kenyon Lischer.