This chapter is a contribution to the intellectual history of the anxiety that full employment in the modern United States depended somehow on military spending. This discourse…
Abstract
This chapter is a contribution to the intellectual history of the anxiety that full employment in the modern United States depended somehow on military spending. This discourse (conveniently abbreviated as “military Keynesianism”) is vaguely familiar, but its contours and transit still await a full study. The chapter shows the origins of the idea in the left-Keynesian milieu centered around Harvard’s Alvin Hansen in the late 1930s, with a particular focus on the diverse group that cowrote the 1938 stagnationist manifesto An Economic Program for American Democracy. After a discussion of how these young economists participated in the World War II mobilization, the chapter considers how questions of stagnation and military stimulus were marginalized during the years of the high Cold War, only to be revived by younger radicals. At the same time, it demonstrates the existence of a community of discourse that directly links the Old Left of the 1930s and 1940s with the New Left of the 1960s and 1970s, and cuts across the division between left-wing social critique and liberal statecraft.
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Paul Kim, Donghwan Lee, Youngjo Lee, Chuan Huang and Tamas Makany
With a team interaction analysis model, the authors sought to identify a varying range of individual and collective intellectual behaviors in a series of communicative intents…
Abstract
Purpose
With a team interaction analysis model, the authors sought to identify a varying range of individual and collective intellectual behaviors in a series of communicative intents particularly expressed with multimodal interaction methods. In this paper, the authors aim to present a new construct (i.e. collective intelligence ratio (CIR)) which refers to a numeric indicator representing the degree of intelligence of a team in which each team member demonstrates an individual intelligence ratio (IR) specific to a team goal.
Design/methodology/approach
The authors analyzed multimodal team interaction data linked to communicative intents with a Poisson‐hierarchical generalized linear model (HGLM).
Findings
The study found evidence of a distinctive IR for each team member in selecting a communicative method for a certain task, ultimately leading to varying degrees of team CIR.
Research limitations/implications
The authors limited the type and nature of human intelligence observed with a very short list of categories. Also, the data were evaluated by only one subject matter expert, leading to reliability issues. Therefore, generalization should be limited to situations in which teams, with pre‐specified team goals and tasks, are collaborating in multimodal interaction environments.
Practical implications
This study presents potential ways to directly or indirectly optimize team performance by identifying and incorporating IRs and CIRs in team composition strategies.
Originality/value
In the literature of team cognition and performance, the authors offer a new insight on team schema by suggesting a new task‐expertise‐person (TEP) unit integrating information on who uses what communicative methods to best tackle on what cognitive task (i.e. optimum cognition with least cognitive burden). Individual and collective intelligence ratios should be considered as new extensions to conventional transactive memory systems in multimodal team interaction scenarios.
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For Leftists engaged in the study of political economy during the 1960s and 1970s, Cuba and China held particular promise as postrevolutionary states working to construct systems…
Abstract
For Leftists engaged in the study of political economy during the 1960s and 1970s, Cuba and China held particular promise as postrevolutionary states working to construct systems of production and distribution which were predicated on solidarity and mutuality, rather than on the exploited and alienated labor upon which capitalism depended. Against the claim that the desire for individual material gain was irreducibly a part of the human experience, China and Cuba offered the possibility of – in the parlance of the time – a “new man”: a political subject whose motivations were in alignment with a socialist economy rather than a capitalist one.
Based on research in multiple archives, this paper explores efforts on the part of radical economists in the United States – including the Marxists at Monthly Review, the young academics who founded the Union for Radical Political Economics (URPE), and a handful of older Left-Keynesians – to witness Third World experiments in nonmaterial incentives firsthand. What have often been dismissed as pseudo-religious “pilgrimages” were, in reality, voyages of discovery, where radicals searched for the keys to develop a sustainable, rational, and moral political economy.
While many of the answers that radicals found in Cuba and China were ultimately unsatisfying, Third-World experiments in moral incentives serve as a powerful example of “solidarity in circulation” during the “long 1960s,” and as an important reminder that attempts to keep social science research free of political contamination serve to reify disciplinary norms which are themselves the product of the political culture in which they were formed.
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Kieran Maloney and Paul Stanford
This paper aims to look at the “core” ingredients of successful people management and the areas that are critical to success.
Abstract
Purpose
This paper aims to look at the “core” ingredients of successful people management and the areas that are critical to success.
Design/methodology/approach
The paper argues that organizations can be stripped back to the essentials of “what” (the purpose), “how” (the understanding of how the goal will be accomplished) and “do” (carrying out the activity to deliver the goal).
Findings
The paper contends that making sure everyone knows and understands what is expected in order to deliver can be used as a means to help, guide, reward, recognize or redirect members of the team.
Practical implications
The paper urges managers to help employees to set their own goals. It considers the psychological contract between employer and employee – a usually unwritten and unspoken deal which, on the employee's side, is concerned with expectations about security, development, support and so on, and on the employer's side is about flexibility, loyalty, adherence to company norms and so on.
Social implications
The paper underlines the importance of work being challenging and stimulating.
Originality/value
The paper advances the view that clarity of purpose, engagement, reward and recognition are key elements in achieving success through people.
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Jordi Agusti-Panareda is a qualified lawyer in Spain and a researcher in mediation and conflict management. Lately he has been studying and undertaking research on mediation and…
Abstract
Jordi Agusti-Panareda is a qualified lawyer in Spain and a researcher in mediation and conflict management. Lately he has been studying and undertaking research on mediation and dispute resolution at the London School of Economics and Political Science and at Stanford University. He has recently been awarded a J.S.D. doctoral degree at Stanford Law School.
Library planning and collection building in the research libraries of the United States have long had to deal with two contradictory forces, autonomy and interdependence. The…
Abstract
Library planning and collection building in the research libraries of the United States have long had to deal with two contradictory forces, autonomy and interdependence. The independence and autonomy of those libraries in providing for local self‐sufficiency in information needs have been tested by a gradual but growing realization that local self‐sufficiency is not possible for the programs of comprehensive university libraries or other large libraries. They continue to operate independently, making their own decisions for local needs, while routinely rejecting the “myth of the self‐sufficient library” and paying lip‐service to cooperation and resource sharing.