Normative Violence in Domestic Service: A Study of Exploitation,Status, and Grievability

Journal of Business Ethics - This paper contributes to business ethics by focusing on consumption that is characterized by normative violence. By drawing on the work of Judith Butler this study of...     

WHAT ATTRACTS FOREIGN DIRECT INVESTMENT: A CLOSER LOOK

It is rational to assume that minimal trade barriers (tariffs and quotas), a bigger trade sector, lower interest rate regulations, freer international capital market, lower credit and labour market regulations will make investment in a country more lucrative for foreign investors. We confirm this and show the prevalence of non-linearity in the relationships.     

Human capital,trade, and economic growth

Human Capital, Trade, and Economic Growth. — Human capital, because of its special role in innovative activity and technological progress, has formed the bedrock of the new theories of endogenous growth. However, it not only serves as an engine of growth but also as a productive input along with labor and physical capital. In this study, the authors find evidence of the importance of both roles of human capital. They also find that the relationship between growth and the external effects of human capital vary according to trade regime. When literacy rates are relatively high, open economies grow about 0.65 to 1.75 percentage points more than closed economies.     

Persuasive devices

This paper addresses the devices by which we persuade in thediscipline—to produce and reproduce representations ofeconomies that focus on atomistic individuals, freedom of choiceand closed systems. By means of these devices we erase fromour perceptual field those characteristics of the economic realmthat consider elements of the social nature of individuals,open system thinking, relationality and relative power, includingthe influence played by income and wealth distribution.     

PRIVATE EQUITY: SOURCES AND USES

Private equity capital is playing a large and growing role in the funding of small to medium-sized, high-growth businesses. Today's private equity investment typically takes the form of purchase of a minority interest in a post-start-up, high-technology company followed by an IPO a few years later. A large number of such investors are scouring the markets for new investment possibilities and the competitive pressures are growing.
Although private equity investors can and often do add significant value to a company, private equity is potentially expensive, in terms of both loss of ownership and loss of control over long-term strategic decisions of the company. Owner-managers who want to retain as much of both as possible are advised to install more formalized business procedures, expand the company's outside relationships, and become more familiar with the company's financial needs and options. These changes should reduce capital needs, reduce the costs of private equity funding, and increase negotiating leverage when dealing with large, sophisticated private capital investors.     

Forward to Basics in Economics

For nearly half a century since Keynes's supposed rebuttal of classical economics, economists and politicians have been pre-occupied with 'demand side' efforts to maintain full employment and output by spending more than they can raise in taxes. The evident failure of 'demand side' economics has at last reached the Keynesian economists. Some are beginning to reject 'demand side' economics as inadequate and to argue for the return of 'supply and demand'.     

Professional HRM Practices in Family Owned‐Managed Enterprises*

This study examines determinants of professional human resource management (HRM) practices within a sample of approximately 700 small to medium‐sized firms. Predictions from the agency theory and the resource‐based view of organizations lead to alternate hypotheses regarding the direct and indirect negative effects of family ownership and management on the usage of professional HRM practices. Results support predictions for both direct and indirect effects. These indirect effects occur through intermediary variables that reflect organizational complexity, such as firm size, (the presence of a) formal business plan, and HRM specialization. The findings lend partial support to both theories.