‘Hurry no man's cattle’: British rule and suicide in China

The British authorities in the leased territory of Weihaiwei were concerned that too many Chinese, particularly women, resorted to suicide. In response, they made it obligatory to report suicides, educated the public and the police on how to effect rescues, and appointed a medical assistant with special responsibility for suicide rescue work. In spite of being remarkably well informed of the social significance of suicide in China, government efforts to deal with the causes of suicide were limited. In particular, the government did little to alter the circumstances of women in the territory. They provided few opportunities for education and were reluctant to prohibit foot-binding or to discourage families from putting pressure on widows to remarry. The limited response of the government to the problem of suicide was consistent with its general administrative policy of effecting little change to the fabric of life in the Chinese villages. The fact that the magistrates, in their treatment of suicide, expressed a deference to Chinese law, was part and parcel of the same general policy of the British administration of Weihaiwei.     

In remembrance of Robert D. Tollison

We discuss the mechanisms related to quadratic voting, from Vickrey’s counter-speculation mechanism and his second-price auction, through the family of Groves mechanisms and its most notable member, the Clarke mechanism, to the expected externality mechanism, Goeree and Zhang’s mechanism, the Groves–Ledyard mechanism, and the Hylland–Zeckhauser mechanism. We show that each mechanism that involves collective decisions has a quadratic aspect and that all of the mechanisms that we discuss are applications of the fundamental insight that for a process to be efficient, all parties involved must bear the marginal social costs of their actions.     

Lessons from a crisis: An analysis of Toyota's handling of the recall crisis

The purpose of this study is to evaluate how Toyota managed the recall crisis through surveying public relations experts. By gathering and analyzing the perspectives of public relations (PR) executives and professors toward the Toyota recall crisis, this study tries to evaluate and measure Toyota's public relations strategies for managing the recall crisis. To collecting data, 34 public relations professors and 92 public relations practitioners were interviewed. According to the findings of this study, PR professionals emphasized that Toyota responded poorly (slowly/dishonestly) and lacked communication with the public. With regard to improvements Toyota may work on, PR experts advised not only to resolve internal corporate problems but also to strengthen the relationships with consumers and obligation to investigate further. In regarding with the lessons from the Toyota's crisis, PR professionals highlighted that it is necessary to take anticipated preventative measures and improve investigative duties and preparation for better dealing with crises.     

Regional socio‐economic variations and deprivation indices

People and Places II: Social and Economic Distinctions in England. By David Gordon and Ray Forrest. SAUS, the University of Bristol, 1995. Pp.135. £19.95.     

WHAT IS A “GOOD” SOCIAL NETWORK FOR POLICY IMPLEMENTATION? THE FLOW OF KNOW‐HOW FOR ORGANIZATIONAL CHANGE

This study concerns how intraorganizational networks affect the implementation of policies and practices in organizations. In particular, we attend to the role of the informal subgroup or clique in cultivating and distributing locally adapted and integrated knowledge, or know‐how. We develop two hypotheses based on the importance of intraorganizational coordination for an organization's capacity for change. The first emphasizes the importance of distributing know‐how evenly to potential recipient subgroups. The second emphasizes the importance of restricting know‐how to flow from high know‐how subgroups. We test our hypotheses with longitudinal network data in 21 schools, finding stronger support for the second hypothesis than the first. Our findings can help managers cultivate know‐how flows to contribute to organizational change.