Global games: Culture,political economy and sport in the globalised world of the 21st century

During the past three decades sport has assumed an ever greater role within the globalisation process and in the regeneration of national, regional and local identities in the postcolonial and global age. With much of global culture displayed by the media, events, particularly significant sporting ones such as the Olympic Games or the soccer World Cup, have become highly sought after commodities as developed countries, and increasingly some leading developing countries, move towards event-driven economies. In the process, however, many countries are left behind without the necessary infrastructure or visibility to compete successfully. Furthermore, the process of displaying a culture in the lead-up to an event and during the event itself has had to focus on ready-made markets, thus reinforcing stereotypes about a place and its people. This paper discusses the paradoxes and inequalities brought on by the sport-media-tourism complex that drives the emphasis on global sporting events.     

Alternative forms of sales taxation for a developing country

In an increasing n umber of developing countries, as in virtually all of the major industrial countries, one or other form of sales taxation has taken root as an important provider of revenue, though in spite of much recent debate—much of it concerning the value added tax—no single form of sales taxation has emerged as being the most efficacious. This article does not discuss the merits of sales taxation, nor its effects or, development, but rather focuses on the question of which form of sales tax should be adopted assuming that one is to be.     

Not Seeing Eye to Eye on Frontline Work: Manager‐Employee Disagreement and Its Effects on Employees

The author uses nationally representative data on matched pairs of public school principals and teachers to test whether principal–teacher disagreement about the severity of school problems is associated with teacher turnover. More specifically, the author tests a managerial efficacy hypothesis that proposes that employees will be less likely to leave their jobs when their managers perceive problems to be severe, holding employees’ perceptions of the same problems constant. The author also tests a managerial buffering hypothesis that proposes that employees’ perceptions of problem severity will be more weakly related to their turnover probability when managers perceive problems to be severe. Little evidence is found for either hypothesis, raising questions about public school principals’ ability to translate problem recognition into problem remediation. More generally, the findings suggest a reexamination of the generic claim that “management matters,” which implies that public managers have the power to do things that can help employees perform their jobs well.