Evolving Game Theory

Jörgen W. Weibull (1995) Evolutionary Game Theory. MIT Press. £18.50 $30 xv+265 pp. Ken Binmore, Alan Kirman and Piero Tani (eds) (1993) Frontiers of Game Theory. MIT Press. £40.50 $47.50 350 pp.     

Making territorial scenarios for Europe

Three paradigmatic traditions of scenario-building can be seen to exist. The model approach with its roots in American military scenarios of the 1950s, the design approach in French urban and regional development of the 1960s, and the strategic conversation approach in scenarios made in the private sector since the 1970s. In theory, these traditions can be integrated by organising the scenario project in a cyclical way. The territorial scenarios for Europe were made by combining workshops, a literature review and modelling. Thematic scenarios were produced for various themes, like demography, the economy, energy, and climate change. These thematic scenarios were combined into four integrated scenarios. The robustness of the scenarios was tested by introducing several “wild cards” and by exploring their territorial impacts throughout Europe. This applied approach succeeded in combining important strengths from the different scenario traditions. Improvements, however, could still be made.     

Performance appraisal and culture: practice and attitudes in Hong Kong and Great Britain

This article compares the practice of and attitudes towards performance appraisal for managerial and professional staff in Hong Kong and Britain, and considers the extent to which actual practice and employee preferences are in alignment. Findings suggest that appraisal may be more widespread in Hong Kong than in Britain. However, British appraisal tends to be more participative and to place greater emphasis on discussing objectives, development and career plans. Hong Kong appraisals appear to be more directive and Hong Kong respondents perceive a higher level of 'negative' appraiser behaviour. In spite of this, Hong Kong respondents show if anything slightly more confidence in the utility of appraisal than do British respondents. They show stronger support for appraisal's use for reward and punishment and less support for the objectives-setting and training and development uses than do the British sample. Hong Kong respondents are more likely than their British counterparts to favour involving a more senior manager in appraisal, and they are less likely to prefer more frequent appraisals. There was little evidence that Hong Kong respondents had a stronger preference for group-based appraisal criteria, although they did show more support than the British sample for the use of personality as a basis for appraisal. Overall, the suggestion is that appraisal has been adopted in Hong Kong organizations but that the practice of appraisal has been adapted to suit the cultural characteristics of the society.     

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