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61.
Persistent Poverty. Underdevelopment in Plantation Economies of the Third World by George L. Beckford. New York and London: Oxford University Press, 1972. Pp. xxvii + 303, Index; £3.45 (hardback) and £1.40 (paperback). 相似文献
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Economic Change and Restructuring - This paper simulates the macroeconomics of Greece following its 2009 government debt crisis that precipitated a 4-year depression with stagnant growth since. A... 相似文献
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Henry M. Levin 《Social Justice Research》2006,19(1):109-121
A major source of oppression in industrial and post-industrial society is the restrictive and highly authoritarian nature
of the workplace. One response is to democratize the workplace by increasing the participation of workers in making decisions
and in choosing and evaluating managers as well as sharing in the ownership of the firm. These are not new ideas, and there
are many examples of organizations pursuing various forms of democratic practices. However, a major objection is that such
participation would compromise economic and other types of organizational productivity. This article examines the empirical
support for that argument over a wide range of types of organizations in which workers participate in important decisions
affecting their welfare. The overall results of this survey across many different forms of work organization suggest that
the evidence supports the opposite conclusion, that worker participation increases productivity, particularly when workers
share the benefits of higher productivity. The challenge is to ascertain ways of spreading these practices more widely. 相似文献
70.
This article deals with developing relationships between local authorities and local non–elected public service agencies in England and Wales. It classifies local authority responses to the growth of the non–elected state. Account is taken of varying agency characteristics and the constraints and dilemmas they face. From the local authority vantage point what is at stake is organizational (re)positioning in a changing institutional environment. Insights derived from strategic management are therefore utilized. But resource dependencies and exchanges also manifest themselves in these emerging relationships. Moreover, account must be taken of the scope for local authorities to be 'network managers' given the structural reconfiguration of the local state. The analysis therefore takes on board organizational networking theoretical frameworks. Although central government remains best placed to manipulate the 'rules of the [new and uncertain] game', interesting possibilities present themselves if local authorities can show more strategic skill than in the recent past. 相似文献