Preventing the “Abuses” of Democracy: Hayek,the “Military Usurper” and Transitional Dictatorship in Chile?

Hayek famously claimed that he would prefer a “liberal” dictator to “democratic government lacking in liberalism.” While Hayek's views of the Pinochet regime have generated much controversy, surprisingly little has been written about Hayek's defense of transitional dictatorship. Making use of previously un‐translated foreign language archival material, this paper helps shed light on Hayek's views of authoritarianism, totalitarianism, transitional dictatorship, and the Pinochet regime as well as helping to separate Hayekian ‘fact’ from Hayekian ‘fiction’.     

Why in rugby union does “Toulouse” mean “to win”? Estimation of a production function of sports results (2011–2016)

The objective of this article is to understand more fully the determinants of sports performance. To do this, we estimate a production function of sports results that explains the results of the Toulouse rugby union team's matches expressed as the gap in points between it and its opponents. To the best of our knowledge, this is the first time that a production function has been estimated in rugby union. In addition, it is one of the few production functions specified at the match level. The study confirms the relevance of some variables already identified in the literature, such as home advantage, ranking, the role of the referee, and in‐match statistics. It also shows the influence of new variables, such as weather conditions and the relative strength of fielded teams measured by comparing the teams selected on match day to the ideal teams defined at the beginning of the season.     

Why do some hospital leaders “speak no evil” about their organizations' medical errors?

Sentinel events, preventable medical errors resulting in serious disability or death, are a significant problem for hospital leaders. Accreditation agencies, such as the Joint Commission, urge hospitals to voluntarily disclose information about medical errors. However, some healthcare leaders “speak no evil” by choosing not to release sentinel‐event data. In an effort to increase the reporting of medical errors, several states passed laws mandating disclosure of sentinel events to the government. The state‐reported medical error rates of Indiana hospitals were compared with their leaders' perceptions of quality of care. Regardless of the number of sentinel events occurring at their hospitals, leaders consistently claimed their organizations provided high‐quality care. Two theories, rationalization and gaming, are presented to explain why leaders do not acknowledge the presence of serious quality‐management problems in their organizations.     

“So Much Technology,So Little Talent”? Skills for Harnessing Technology for Leadership Outcomes

Advanced information and communication technologies are impacting the ways groups and individuals collaborate, communicate, and engage. Such changes also have impacts on the leadership process. By reviewing the literature on e‐leadership and technology‐centered fields, the current article provides recommendations and implications for leading in online environments.     

“Why did I do this?”: Understanding leadership behavior through a dynamic five‐factor model of leadership

Leadership theories referring to complex adaptive system theory (CAS) describe leadership as a dynamic process of interdependent, cooperating agents. However, research on leadership behavior focuses mainly on the leader as an influencing, active agent. This article offers a different perspective by focusing on factors that influence leadership behavior. A dynamic five‐factor model of leadership is introduced, which identifies (1) the leader's individual competence, (2) the group, (3) the organization, (4) the context, and (5) the immediate situation as all influencing factors on leadership behavior. To address the problem of the procedural nature of leadership behavior, the dynamic five‐factor model is combined with a scenario‐based approach. The scenario approach focuses on situational developments in a given context, whereby a previous situation influences a leader's behavior in the subsequent situation. By integrating the dynamic five‐factor model into a scenario approach, one can understand a leader's behavior in its procedural nature. The practical usability of the dynamic five‐factor model and the scenario approach was assessed in a leadership development program with 81 military officers. Structured feedback from participants indicated that the model and the approach were perceived as helpful and relevant for understanding leadership behavior.     

Use and abuse of regulated prices in electricity markets: “How to regulate regulated prices?”

We consider the regulation of the tariffs charged by a public utility in the electricity sector. Consumers differ in terms of their privately known demands. When regulating a firm's tariffs, the government is concerned by the redistribution across consumer classes. A conflict between redistribution and screening induces pricing distortions when the firm is a monopoly. Introducing competition with an unregulated fringe improves efficiency but jeopardizes redistribution. In response to this problem, the government may now want to manipulate information about the incumbent's cost to restrict entry and better promote its own redistributive objective. To prevent such obstacle to entry, the government's discretion in fixing the incumbent's regulated tariffs should be restricted by imposing floors or caps on those tariffs and/or by controlling the market share left to the competitive fringe. We highlight the determinants of such limits on discretion and unveil to what extent they depend on the government's redistributive concerns.     

Jevons and Menger Re-homogenized: Who Is the Real “Odd Man Out”?A Comment on Peart

Abstract . Response to Sandra J. Peart, “Jevons and Menger Re-homogenized?: Jaffé After 20 Years,” 1998. The American Journal of Economics and Sociology 57(July): 307–325.     

“When Should Manufacturers Want Fair Trade?”: New Insights from Asymmetric Information when Supply Chains Compete

We study a model of competing manufacturer/retailer pairs where adverse selection and moral hazard are coupled with promotional externalities at the downstream level. In contrast to earlier models mainly focusing on a bilateral monopoly setting, we show that with competing brands a ‘laissez‐faire’ approach towards vertical price control might not always promote productive efficiency. Giving manufacturers freedom to control retail prices is more likely to harm consumers when retailers impose positive promotional externalities on each other, and the converse is true otherwise. Our simple model also suggests that, with competing supply chains, consumers and manufacturers might prefer different contractual modes if promotional externalities have substantial effects on demands.     

我的代号201

每天8小时戴着耳机,不停地与各种人对话,完全军事化的管理,早上出操,晚上点名,吃大餐,10个人一盆菜,睡大屋,80个人一个房间……那时候,我是一名接线员,但在线路另一端的人不会知道我的名字,他们只知道我的代号——201。     

美国201调查的来龙去脉

美国1974年贸易法规定，如果美国国际贸易委员会栽定一产品正以如此增加的数量进口，以致成为对生产与进口产品相同产口或直接竞争产品的美国国内产业造成严重损害或严重损害威胁，总统可以在其权限内采取适当可行的、其认为会促进国内产品对进口竞争进行积极调整努力、提供比其成本更大的经济和社会利益的措施。     

万科“201亿”开门红

2月9日,万科宣布1月实现销售额201亿元,兔年开门见喜。不过,能否实现全年1400亿目标,仍存有悬念。一知名企业高管认为,万科的市场占有率还有很大提升空间,但关键在万科的人才储备、管理能力是否跟得上扩张的步伐,毕竟未来2000亿甚至是3000亿的规模,现在的模式肯定需要创新才能适应。     

201不锈钢钢带轧制断裂问题研究

在冷轧奥氏体型不锈钢1Cr17Mn6Ni5N（201不锈钢）窄薄带时，钢带经常出现断裂现象，本文对201不锈钢窄带轧制辊形选取、轧制断带、裂边问题进行了原因分析。     

铝电解车间201项目信息系统的设计

随着201项目在中铝青海分公司大面积投入使用,相关的信息数据处理工作量不断加大。而公司现有的计算机信息系统无法将201项目相关的信息数据进行分类与剥离,因此只能依靠人工的方式进行201项目专项信息的处理工作,耗费大量的时间与人力,导致相关生产指令无法及时下达,对生产造成消极影响。基于上述事实,笔者尝试改善现有的计算机信息系统,改变过去信息数据处理方式,优化数据处理结构,整合201项目信息数据与现有的信息网络的并行工作方式,在解决这一问题的方法方面进行探讨。     

201O中国保险省市竞争力排行榜

本期特别策划立足2009年各省市区的保费规模、保费规模增长率、保险密度、保险深度等衡量保险发展水平的关键指标对各省、自治区、直辖市保险业发展水平进行综合评定。并深入分析影响其保险业发展水平的各种关键因素,以实现各省市区保险业平衡、健康、较快发展。