No Show Paradox in Condorcet <Emphasis Type=Italic>k</Emphasis>-voting Procedures

In this paper we extend the negative known results about No Show Paradox in Condorcet voting functions and correspondences to the contexts of k-functions and k-correspondences, in which the outcome of the voting process is a unique k-committee (set of k candidates) or a family of k-committees. The main result of the paper states that for every Condorcet k-function and for every Condorcet k-correspondence, there are situations in which every optimistic or pessimistic voter with some specific preferences could manipulate the election by abstaining.     

Leading and Following (Un)ethically in <Emphasis Type=Italic>Limen</Emphasis>

We propose a liminality-based analysis of the process of ethical leadership/followership in organizations. A liminal view presents ethical leadership as a process taking place in organizational contexts that are often characterized by high levels of ambiguity, which render the usual rules and preferences dubious or inadequate. In these relational spaces, involving leaders, followers, and their context, old frames may be questioned and new ones introduced in an emergent way, through subtle processes whose evolution and implications may not be easy to grasp even by those participating in them.     

Wise Up: Creating Organizational Wisdom Through an Ethic of <Emphasis Type=Italic>Kaitiakitanga</Emphasis>

Organizations are searching for innovative business approaches that deliver profits and create shared value for all stakeholders. We show what can be learned from the relational wisdom approach of Indigenous Māori and reframe the prevailing economic argument that has seen companies profit and prosper at the expense of communities and ecologies. We develop an ethic of kaitiakitanga model premised on Māori values which holds the potential to enrich and further humanize our understanding of business. The Māori economy is a globally connected, prosperous, and profitable sector of the New Zealand economy. By drawing on Māori values, we present a wisdom position through an ethic of kaitiakitanga or stewardship to emphasize and illustrate the interconnectedness of life in a woven universe. Through practicing kaitiakitanga, organizations can build businesses where wisdom is consciously created through reciprocal relationships. In this worldview of business, humans are stewards endowed with a mandate to use the agency of their mana (spiritual power, authority, and sovereignty) to create mauri ora (conscious well-being) for humans and ecosystems—and this commitment extends to organizations.     

<Emphasis Type="Italic">Hygienevorschriften</Emphasis>

Zusammenfassung  Biografiearbeit im Badezimmer — Es kann eine Frage von Leben und Tod sein, ob wir die Prinzipien des hygienischen Arbeitens zuverl?ssig drauf haben. Doch es gibt auch Situationen im Pflegealltag, in denen Sauberkeit nicht alles ist.     

Steven Klepper: Recipient of the 2011 <Emphasis Type=Italic>Global Award for Entrepreneurship Research</Emphasis>

This article reviews the academic contributions of the 2011 receiver of the Global Award for Entrepreneurship Research, Professor Steven Klepper, Carnegie Mellon University. The Global Award consists of 100,000 Euro and a statuette of the internationally renowned Swedish sculpture Carl Milles. Klepper has made breakthrough analyses in the realm of industrial dynamics, emphasizing the regularities in the time paths of entry of new producers, exit of incumbent firms, spin-offs and innovation. His work is predominantly empirical but he has also played an essential role in developing more rigorous theoretical models of phenomena such as spin-offs. Of particular importance is how Klepper has managed to link traditional neoclassical models with evolutionary theory as well as entrepreneurship research with mainstream economics.