Badges of Modern Slavery

Notwithstanding the 19^th century formal abolition of slavery as legal ownership of people, modern slavery and forced labour have not been consigned to the past. In fact, their existence is more widespread, and made more difficult to tackle due to the lack of formal, legal criteria. This article suggests that reference to historical institutions reveals seven ‘badges of slavery’ that are helpful in identifying occurrences of modern slavery and forced labour. These are: humiliation, ownership of people, exploitation of the vulnerable, lack of consent, terms and conditions of employment, limits on the power to end the employment relationship, and denial of rights outside the work relationship. These constitute modern slavery, and distinguish it from other instances of exploitative employment relations, however problematic. In addition, even where the label of modern slavery is misplaced, the identification of particular badges of slavery in contemporary employment relations may assist in highlighting their troubling facets.     

Skull Fracture with Brain Expulsion in a One-Level Jumping-Fall

Abstract:  Here presented is the case of a one-level jumping-fall with extensive skull fractures and brain expulsion. The body was found on the basement floor at the foot of the stairs. At the autopsy, the skull was extensively fractured, with about half of the brain expulsed several feet away from the body. The cause of death was established as a craniocerebral trauma with brain expulsion. The circumstances and manner of death were still unclear at that time. A low fall seemed very unlikely considering the severity of the skull and brain damage. The police investigation clearly revealed that the man, in a paranoid psychotic state, attacked his wife with a knife and then was witnessed by his children to have hit his head several times with a hammer. Afterwards, they saw him running to the top of the basement stairs and jumping to the bottom of the stairs head first.     

Who represented the Israeli middle class? The crystallization of the General Zionists from 1948 to 1949

The establishment of the State of Israel was a watershed moment in the history of the General Zionists movement. The ending of the British Mandate – characterized by its responsiveness to private enterprise – symbolized the denouement of a regulatory strategy era as an exclusive modus operandi for the general organizations. The transfer of power to a participatory Jewish democracy, whereby independent institutions drew on electoral support, required that bourgeois and petit-bourgeois leaders relinquish their reservations about the political-partisan game. For the first time, they sought to gain ascendancy over a political party in the hope that it would stand up for the rights and interests of the middle class. This article will analyze the formation process of the center party and its attempt to become a significant factor in Israeli society.     

State sponsored large scale technology transfer projects in a developing country context

Technology transfer can be seen as an effective mechanism to advance the flow of technological development in a developing country’s economy. Though normally small-scale technology transfer projects are initiated and managed by private organizations, the large-scale technology transfer projects in a developing country are sponsored by the state itself, given the complexity level of and resource requirements for such projects. The purpose of this paper is to identify and discuss the critical elements of a successful large-scale technology transfer process framework in a developing country context. Four components are highlighted that facilitate a successful large-scale technology transfer process. These are: (i) understanding and selecting technology components; (ii) selecting a technology transfer mode; (iii) negotiating effective process; and (iv) developing capability. Aspects of negotiation and adoption/assimilation capability development are stressed in this paper, which is commonly missed out in conventional technology transfer framework. Accordingly a comprehensive and goal oriented technology transfer framework has been presented in the paper linking all the core elements. A Libyan case study is discussed to illustrate the framework.      

It Ain't Necessarily So: A Legal Realist Perspective on the Law of Agency Work

Analysis of UK employment and labour law is often characterised by a curious dissonance. The overarching narrative mandates that labour law is a countervailing force to the inequality of bargaining power, embedded with values and assumptions concerning the nature of employment relations and the role of labour law. And yet, labour law jurisprudence tends to treat with respect, and seeks to decipher, abstract statutory concepts and tests derived from judicial pronouncements as if they were, indeed, a ‘brooding omnipresence in the sky’. This paper seeks to bridge that gap, by offering a legal realist account of the legal doctrine that governs the employment of agency workers, focusing on the ‘necessity’ and ‘sham’ tests. It assesses the legitimacy of importing legal tests from one (commercial) context to another (employment) context; questions the courts’ protestations that their use is mandated by precedent; and outlines the real implications for the status and rights of agency workers in the UK.     

The mirror has broken: Increasing divergence between national and land elections in Austria

Austrian party politics has involved increasing dissimilarity between national and Länder voting, with the ÖVP now doing much better in Land elections than in national elections, and the SPÖ showing a reverse pattern. This analysis measures dissimilarity and related values both over time and across the Länder. It is shown that there have been three phases in terms of overall dissimilarity. Moreover, the nine Länder are grouped into four clusters based on the national‐Lander variations in voting for each of the two major parties. Such variations are best explained by the more decentralised organisation of the ÖVP.     

Outsourcing Public Service Delivery: Management Responses in Noncompetitive Markets

Capturing the benefits of competition is a key argument for outsourcing public services, yet public service markets often lack sufficient competition. The authors use survey and interview data from U.S. local governments to explore the responses of public managers to noncompetitive markets. This research indicates that competition is weak in most local government markets (fewer than two alternative providers on average across 67 services measured), and that the relationship between competition and contracting choice varies by service type. Public managers respond to suboptimal market competition by intervening with strategies designed to create, sustain, and enhance provider markets. In monopoly service markets, managers are more likely to use intergovernmental contracting, while for‐profit contracting is more common in more competitive service markets. The strategies that public managers employ to build and sustain competition for contracts often require tangible investments of administrative resources that add to the transaction costs of contracting in noncompetitive markets.