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This incisive Handbook provides a global update on the state of knowledge in cooperatives and mutuals, expertly describing future directions for research and education. Showcasing extensive discussions of cooperative theory, Matthew S. Elliott and Michael A. Boland, and the contributors, assess cooperatives' social, economic and environmental effects and analyse the impact of regional and cultural features that make cooperatives unique.
The literature on entrepreneurship research has generally ignored the agricultural sector. Few entrepreneurship scholars who are mostly agricultural economists and rural sociologists have contributed in parallel with an isolated body of work without much integration and a larger research agenda. Most of the work in agriculture entrepreneurship focuses on the traditional operations of the sector but lacks the theoretical framework required for a broader conceptual understanding of entrepreneurship in the agriculture sector. There is not much alliance between these two parallel research streams. Theoretical and methodological differences have constrained the interdisciplinary collaboration. Driving Factors for Venture Creation and Success in Agricultural Entrepreneurship assesses the main themes of agripreneurship, discusses important contextual aspects of the agriculture sector to enhance the understanding of entrepreneurship, and highlights how the key contextual dimensions of the agricultural sector can elucidate some of the less understood aspects of entrepreneurship theory and practice. Covering topics such as agribusiness and farm entrepreneurship, it is ideal for entrepreneurs, agriculturalists, professionals, researchers, students, academicians, and policymakers working in the field of entrepreneurship in various disciplines: management, education, agriculture education, sociology, economics, psychology, and technology.
This is an open access title available under the terms of a CC BY-NC-ND 4.0 International licence. It is free to read at Oxford Academic and offered as a free PDF download from OUP and selected open access locations. Lack of progress in the area of global sustainable development and difficulties in crisis management highlight the need to transform the economy and find new ways of making society more resilient. The social economy is increasingly recognized as a driver of such transformations; it comprises traditional forms of cooperative or solidarity-based organizations alongside new phenomena such as impact investing or social tech ventures that aim to contribute to the public good. Social Economy Science provides the first comprehensive analysis of why and how social economy organizations create superior value for society. The book draws on organizational theory and transition studies to provide a systematic perspective on complex multi-stakeholder forms of action. It discusses the social economy's role in promoting innovation for impact, as well as its role as an agent of societal change and as a partner to businesses, governments, and citizens.
In Economic Justice and Democracy, Robin Hahnel puts aside most economic theories from the left and the right (from central planning to unbridled corporate enterprise) as undemocratic, and instead outlines a plan for restructuring the relationship between markets and governments according to effects, rather than contributions. This idea is simple, provocative, and turns most arguments on their heads: those most affected by a decision get to make it. It's uncomplicated, unquestionably American in its freedom-reinforcement, and essentially what anti-globalization protestors are asking for. Companies would be more accountable to their consumers, polluters to nearby homeowners, would-be factory closers to factory town inhabitants. Sometimes what's good for General Motors is bad for America, which is why we have regulations in the first place. Though participatory economics, as Robert Heilbronner termed has been discussed more outside America than in it, Hahnel has followed discussions elsewhere and also presents many of the arguments for and against this system and ways to put it in place.
Governments fail to provide the public goods needed for development when its leaders knowingly and deliberately ignore sound technical advice or are unable to follow it, despite the best of intentions, because of political constraints. This report focuses on two forces—citizen engagement and transparency—that hold the key to solving government failures by shaping how political markets function. Citizens are not only queueing at voting booths, but are also taking to the streets and using diverse media to pressure, sanction and select the leaders who wield power within government, including by entering as contenders for leadership. This political engagement can function in highly nuanced ways within the same formal institutional context and across the political spectrum, from autocracies to democracies. Unhealthy political engagement, when leaders are selected and sanctioned on the basis of their provision of private benefits rather than public goods, gives rise to government failures. The solutions to these failures lie in fostering healthy political engagement within any institutional context, and not in circumventing or suppressing it. Transparency, which is citizen access to publicly available information about the actions of those in government, and the consequences of these actions, can play a crucial role by nourishing political engagement.
Global value chains (GVCs) powered the surge of international trade after 1990 and now account for almost half of all trade. This shift enabled an unprecedented economic convergence: poor countries grew rapidly and began to catch up with richer countries. Since the 2008 global financial crisis, however, the growth of trade has been sluggish and the expansion of GVCs has stalled. Meanwhile, serious threats have emerged to the model of trade-led growth. New technologies could draw production closer to the consumer and reduce the demand for labor. And trade conflicts among large countries could lead to a retrenchment or a segmentation of GVCs. World Development Report 2020: Trading for Development in the Age of Global Value Chains examines whether there is still a path to development through GVCs and trade. It concludes that technological change is, at this stage, more a boon than a curse. GVCs can continue to boost growth, create better jobs, and reduce poverty provided that developing countries implement deeper reforms to promote GVC participation; industrial countries pursue open, predictable policies; and all countries revive multilateral cooperation.
Capillary Gel Electrophoresis and Related Microseparation Techniques covers all theoretical and practical aspects of capillary gel electrophoresis. It also provides an excellent overview of the key application areas of nucleic acid, protein and complex carbohydrate analysis, affinity-based methodologies, micropreparative aspects and related microseparation methods. It not only gives readers a better understanding of how to utilize this technology, but also provides insights into how to determine which method will provide the best technical solutions to particular problems. This book can also serve as a textbook for undergraduate and graduate courses in analytical chemistry, analytical biochemistry, molecular biology and biotechnology courses. - Covers all theoretical and practical aspects of capillary gel electrophoresis - Excellent overview of the key applications of nucleic acid, protein and complex carbohydrate analysis, affinity-based methodologies, micropreparative aspects and related microseparation methods - Teaches readers how to use the technology and select methods that are ideal for fundamental problems - Can serve as a textbook for undergraduate and graduate courses in analytical chemistry, analytical biochemistry, molecular biology and biotechnology courses
This book contains a number of papers presented at a workshop organised by the World Bank in 1997 on the theme of 'Social Capital: Integrating the Economist's and the Sociologist's Perspectives'. The concept of 'social capital' is considered through a number of theoretical and empirical studies which discuss its analytical foundations, as well as institutional and statistical analyses of the concept. It includes the classic 1987 article by the late James Coleman, 'Social Capital in the Creation of Human Capital', which formed the basis for the development of social capital as an organising concept in the social sciences.
The classic case for why government must support science—with a new essay by physicist and former congressman Rush Holt on what democracy needs from science today Science, the Endless Frontier is recognized as the landmark argument for the essential role of science in society and government’s responsibility to support scientific endeavors. First issued when Vannevar Bush was the director of the US Office of Scientific Research and Development during the Second World War, this classic remains vital in making the case that scientific progress is necessary to a nation’s health, security, and prosperity. Bush’s vision set the course for US science policy for more than half a century, building the world’s most productive scientific enterprise. Today, amid a changing funding landscape and challenges to science’s very credibility, Science, the Endless Frontier resonates as a powerful reminder that scientific progress and public well-being alike depend on the successful symbiosis between science and government. This timely new edition presents this iconic text alongside a new companion essay from scientist and former congressman Rush Holt, who offers a brief introduction and consideration of what society needs most from science now. Reflecting on the report’s legacy and relevance along with its limitations, Holt contends that the public’s ability to cope with today’s issues—such as public health, the changing climate and environment, and challenging technologies in modern society—requires a more capacious understanding of what science can contribute. Holt considers how scientists should think of their obligation to society and what the public should demand from science, and he calls for a renewed understanding of science’s value for democracy and society at large. A touchstone for concerned citizens, scientists, and policymakers, Science, the Endless Frontier endures as a passionate articulation of the power and potential of science.
Every company has a personality. Does yours help or hinder your results? Does it make you fit for growth? Find out by taking the quiz that’s helped 50,000 people better understand their organizations at OrgDNA.com and to learn more about Organizational DNA. Just as you can understand an individual’s personality, so too can you understand a company’s type—what makes it tick, what’s good and bad about it. Results explains why some organizations bob and weave and roll with the punches to consistently deliver on commitments and produce great results, while others can’t leave their corner of the ring without tripping on their own shoelaces. Gary Neilson and Bruce Pasternack help you identify which of the seven company types you work for—and how to keep what’s good and fix what’s wrong. You’ll feel the shock of recognition (“That’s me, that’s my company”) as you find out whether your organization is: • Passive-Aggressive (“everyone agrees, smiles, and nods, but nothing changes”): entrenched underground resistance makes getting anything done like trying to nail Jell-O to the wall • Fits-and-Starts (“let 1,000 flowers bloom”): filled with smart people pulling in different directions • Outgrown (“the good old days meet a brave new world”): reacts slowly to market developments, since it’s too hard to run new ideas up the flagpole • Overmanaged (“we’re from corporate and we’re here to help”): more reporting than working, as managers check on their subordinates’ work so they can in turn report to their bosses • Just-in-Time (“succeeding, but by the skin of our teeth”): can turn on a dime and create real breakthroughs but also tends to burn out its best and brightest • Military Precision (“flying in formation”): executes brilliant strategies but usually does not deal well with events not in the playbook • Resilient (“as good as it gets”): flexible, forward-looking, and fun; bounces back when it hits a bump in the road and never, ever rests on its laurels For anyone who’s ever said, “Wow, that’s a great idea, but it’ll never happen here” or “Whew, we pulled it off again, but I’m tired of all this sprinting,” Results provides robust, practical ideas for becoming and remaining a resilient business. Also available as an eBook From the Hardcover edition.