Taming Capitalism

As the global financial crisis emanating from the United States shuts down world markets, can globalization survive? Will the resurgent intrusion of the state—and thus politics—into the market lead to protectionism and collapse, as was the case in the early 20th century? Or will the new interconnectivity of climate change and mutual economic dependence—especially between China and the US—deepen global links? The former mayor of Shanghai, legendary Nobel economist Paul Samuelson and Third Way guru Anthony Giddens ponder those questions in this section.     

当代资本主义的变化与矛盾

20世纪以来,资本主义无疑已经发生了巨大而深刻的变化,正是资本主义所处的基本环境以及它的内在变化促进了资本主义的发展.但这些并未能真正解决资本主义的基本矛盾,未能改变其生产过程的对抗形式,未能消除其社会内部的阶级对立,更未能解决人类的共同发展问题.     

全球化视域的资本主义与社会主义

本文试图在资本主义社会和社会主义社会的产生、发展,以及两制关系演变的历史过程中观察全球化问题.社会主义在资本主义背景下的崛起是人类历史发展的必然;中国特色社会主义实践是全球化的重要组成部分和推动全球化发展的重要力量;在资本主义全球化的困境中,社会主义是唯一可能的选择.     

社会主义与资本主义的关系及其未来

社会主义与资本主义的关系是既对立又共处、相互借鉴与合作发展.这决定了"两个必然"是一个漫长的历史过程.     

资本主义的新面孔

过度的资本积累、生产的缓慢增长、未偿债务的增加等表明了资本主义经济长期衰退的趋势,把未来的视野局限于资本主义自由市场经济看来不是一个明智的选择.     

Why Deliberate? The Encounter Between Deliberation and New Public Managers

A number of organizations in Britain's National Health Service (NHS) have been experimenting with 'deliberative' techniques of citizen involvement, techniques that were designed with democratic imperatives in mind. However, political practices are moulded by their institutional settings and the goals of their proponents, so it is unlikely that they have been left 'pure' following their encounter with public management imperatives.
This paper offers an explanation for the interest in deliberative processes in the NHS by comparing deliberative and public management imperatives, as well as discussing more case-specific motivations, drawing on interviews with health policy actors between May and July 2001. I then use those insights to highlight gaps between the deliberative ideal and deliberative practice, showing what has been gained and what has been lost in the encounter between deliberative democracy and new public managers.     

Locating Al Qaeda's Center of Gravity: The Role of Middle Managers

This article claims that the ongoing debate about the structure and dynamics of Al Qaeda has failed to appreciate the importance of an organizational layer that is situated between the top leadership and the grass-roots. Rather than being “leaderless,” it is the group's middle management that holds Al Qaeda together. In Clausewitzian terms, Al Qaeda's middle managers represent a center of gravity—a “hub of … power and movement”—that facilitates the grass-roots’ integration into the organization and provides the top leadership with the global reach it needs in order to carry out its terrorist campaign, especially in Europe and North America. They are, in other words, the connective tissue that makes Al Qaeda work. The article substantiates this hypothesis by providing a number of case studies of Al Qaeda middle managers, which illustrate the critical role they have played in integrating the grass-roots with the top leadership. The policy implications are both obvious and important. If neither the top leadership nor the grass-roots alone can provide Al Qaeda with strategic momentum, it will be essential to identify and neutralize the middle managers, and—in doing so—“cause the network to collapse on itself.”     

Educating Managers to Lead Community Enterprises

Abstract

The increased interest in social and community enterprises, and their role in social and economic regeneration, has been underlined by the publication, on July 23, 2002, of the Social Enterprise Strategy by the UK Government.[1 DTI, 2002, Social Enterprise: A Strategy for Success. retrieved 05.08.02 www.dti.gov.uk/social enterprise  [Google Scholar]] Alongside the growth in the sector, the need for education and training to both improve performance and support those employed within the sector has been recognized. The DTI Strategy emphasizes the importance of education and training as a tool for capacity building, sharing knowledge, and communicating best practice throughout the sector. This paper focuses on education, training, and learning in the social and community enterprise sector, concentrating in particular on those who are who are leading their organizations or at least aspiring to these positions.

The scope of education and training within the social and community enterprise sector is reviewed. This reveals a distinct gap in provision of rigorous evidence-based learning that is nevertheless firmly rooted in practice for leaders at senior management level. For this group, issues concerning time, cost, method, content, availability, and effectiveness of management education and training, including implementation of learning, are particularly important. These issues are discussed in the paper and the way in which they informed the development of the part-time Masters program in Community Enterprise offered by the Judge Institute of Management, University of Cambridge, are outlined.

Data on the value the students have obtained from the course has been collected regularly from students and this shows five key benefits arising from the course:

• implementation of organizational learning;

• learning new developments;

• gaining a more strategic perspective;

• networking opportunities; and

• personal development.

The teaching philosophy and the students’ responses in these areas are analyzed and conclusions are drawn on the educational needs of leaders in the sector and how they can best be addressed.

In conclusion, given the increasing importance of social and community enterprises, there is potentially a large market for management education for chief executives and senior personnel who lead these organizations. These students need tailor-made programs to ensure that the material they are taught is relevant to their immediate needs as well as being of longer-term benefit. They need considerable support to ensure they can cope with the demands of part-time academic study while also running demanding and often fragile organizations. However, if this can be managed the immediate benefits to the participants are real and have, in many of our students’ cases, transferred into direct gains in winning additional resources, and/or in managing the resources they have more efficiently and effectively.

Such high-quality courses are, however, expensive and unlikely to be affordable by many of those most able to benefit from the degree. Bursaries to enable leaders from the sector to join such courses are urgently required. Governments, local authorities, and charities supporting these organizations need to recognize the benefit of encouraging the organizations that they support to take part in such training and to include resources for this in their budgets.     

日共22大对资本主义和社会主义的认识

20世纪资本主义强化了对工人的压迫,又为迈向社会主义提供了条件;20世纪社会主义虽然遭到严重挫折,但是其历史功绩不可磨灭.21世纪是资本主义经济全球化的世纪,促进经济全球化的许多因素已经成为跨越资本主义制度、建立社会主义新体制的"重要基石".     

社会主义与当代资本主义的关系

第二次世界大战(简称二战)结束以来,社会主义面临的和需要处理的最重大的关系就是社会主义与当代资本主义之间的关系.社会主义与当代资本主义的关系(简称两者关系),从时间上看,是很漫长的;从结果上看,两者关系处理不好对各自乃至对全世界都会产生重大影响.     

Lessons for the West from Asian Capitalism

As the global financial crisis emanating from the United States shuts down world markets, can globalization survive? Will the resurgent intrusion of the state—and thus politics—into the market lead to protectionism and collapse, as was the case in the early 20th century? Or will the new interconnectivity of climate change and mutual economic dependence—especially between China and the US—deepen global links? The former mayor of Shanghai, legendary Nobel economist Paul Samuelson and Third Way guru Anthony Giddens ponder those questions in this section.