Book Reviews

Rashid Amjad (ed.), The Development of Labour Intensive Industry in ASEAN Countries, Geneva: Asian Employment Programme, International Labour Office, 1981, pp. v + 337. US$10.00.

G. J. Viksnins, Financial Deepening in ASEAN Countries, Pacific Forum. University of Hawaii Press, 1980, pp. ix + 76.

C. Sosya, L-S. Chia, W. L. Collier (eds). Man, Land and Sea, Bangkok: Agricultural Development Council, 1982, pp. ix + 320.

Joachim K. Metzner, Agriculture and Population Pressure in Sikka, Isle of Flores, (A contribution to the study of the stability of agricultural systems in the wet and dry tropics). Development Studies Centre Monograph No. 28. Canberra: Australian National University Press, 1982, pp. xxxii + 355. $A15.00.

Dwight Y. King, Interest Groups and Political Linkages in Indonesia 1800–1965. DeKalb: Northern Illinois University, Center for Southeast Asian Studies Special Report No. 20, pp. vii + 192, index.

Improving Access to Indonesian Collections in the Netherlands, Leiden: Intercontinenta No. 2, 1981, pp. 78. Dlf. l4.75.     

Careers in public sector science: orientations and implications

There is consensus that the world of science is changing (Ziman, 1994; see for example Nowotny et al., 2002). The environment in which scientists work is typified now as increasingly dynamic, managerialist and commercialised. This paper focuses on how scientists within different organisational and national contexts understand and enact their careers in the face of such changes. Based on empirical work in the UK and New Zealand, this paper introduces four career orientations evident in the career accounts of these participants. The categories are further analysed in terms of the key drivers to career: science, the organisation and the individual. Implications for career management are discussed in each section. In conclusion, the paper makes two related contributions. First, the evidence presented poses a challenge to highly individualised notions of the career actor central to current career thinking, instead revealing scientists' continued attachment to old institutional arrangements alongside new and emerging ways of understanding career. Second, with reference to the issue of career management of research scientists, the study highlights the need for those involved in management to look beyond employing organisations to other life interests, and science itself. It argues the need for those involved in career management to recognise the variety of legitimate ways to run a scientific career.     

The impact of a changing financial climate on a UK local charitable sector: voices from the front line

Forced to compete with private and public sector providers, charities experience tensions as the quest for a more commercially-oriented position may conflict with their social imperative. Little attention has been given to understanding the experiences of local charities as service providers. This paper captures the reactions of those working on the charity front line.     

Minimum Pay Scale and Career Length in the NBA

We use data from the National Basketball Association (NBA) to analyze the impact of minimum salaries on an employee's career length. The NBA has a salary structure in which the minimum salary a player can receive increases with the player's years of experience. The NFL has a similar minimum wage policy; research suggests that the introduction of this system shortened career length in the NFL. Using duration analysis, we fail to find evidence that the new multi‐tiered minimum wage scale in the NBA increased the probability of exit.     

Financial Education Interventions Targeting Immigrants and Children of Immigrants: Results from a Randomized Control Trial

We document that immigrants in the United States differ from natives in several aspects relevant for their financial decision making. Based on these differences, we designed novel financial education materials targeted at US immigrants and their children and evaluated their effectiveness using a randomized control trial. To the best of our knowledge, this is the first rigorous evaluation of financial education programs targeted at this population. Compared to a control group, the groups that received the one‐time educational intervention were more likely to correctly answer financial knowledge questions immediately after the intervention. The estimated effects of this one‐time intervention on knowledge were large, but most of them faded away after six months. Moreover, we find little effect of the treatments on intended financial behavior measures, both immediately and six months later. Our results point to the efficacy of this type of educational material in informing immigrants and their children about important financial information that they are unfamiliar with, including information related to their immigrant status. However, they also suggest that a priority for future research should be to test whether repeated opportunities for learning can increase financial knowledge retention and lead to behavior change.     

Becoming the boss

Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That's a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. For a decade and a half, the author has studied people-particularly star performers-making major career transitions to management. As firms have become leaner and more dynamic, new managers have described a transition that gets more difficult all the time. But the transition is often harder than it need be because of managers' misconceptions about their role. Those who can acknowledge their misconceptions have a far greater chance of success. For example, new managers typically assume that their position will give them the authority and freedom to do what they think is best. Instead, they find themselves enmeshed in a web of relationships with subordinates, bosses, peers, and others, all of whom make relentless and often conflicting demands. "You really are not in control of anything, says one new manager. Another misconception is that new managers are responsible only for making sure that their operations run smoothly. But new managers also need to realize they are responsible for recommending and initiating changes-some of them in areas outside their purview-that will enhance their groups' performance. Many new managers are reluctant to ask for help from their bosses. But when they do ask (often because of a looming crisis), they are relieved to find their superiors more tolerant of their questions and mistakes than they had expected.