Keynes’s Principle(s) of Effective Demand: Redefining His Revolution

Much of critical social science today argues that the oil crisis must be resolved by getting away from it: Alternative energy is the only answer to peak oil. Yet, recent massive and continuing oil discoveries in Africa have been offered as a potential stop-gap measure to simultaneously improve socio-economic conditions and enhance energy security on that continent, as well as to bridge global income inequalities, while supporting the energy needs of richer countries, especially at a time of continuing disquiet in the major oil producing centers in the world. Memories of plunder of African resources, formed by years of “resource curse,” however, erect dark clouds over the possibility of using oil to achieve the seemingly irreconcilable aims of oil benefit to both Africa and the rest. Australia finds itself at these crossroads: It has a looming oil crisis and an emergent relationship with Africa. In this paper, I argue for a non-determinist, research-led approach to resolve this imbroglio.     

Where does the customer fit in a service operation?

While management skills can improve service systems, a manager is better off if he or she first has a clear understanding of the operating characteristics that set one service system apart from another. This author offers one view of services, which, if followed, results in a "rational approach to the rationalization" of services. His view, quite simply, is that the less direct contact the customer has with the service system, the greater the potential of the system to operate at peak efficiency. And, conversely, where the direct customer contact is high, the less the potential that exists to achieve high levels of efficiency. This distinction between high- and low-contact systems provides a basis for classifying service production systems that can enable the manager to develop a more effective service operation.     

A Suggested Ethical Framework for Evaluating Corporate Mergers and Acquisitions

The 1980s witnessed a dramatic increase in hostile takeovers in the United States. Proponents argue that well- planned mergers enhance the value of the firm and the value of the firm to society. Critics typically argue that undesired takeovers ultimately harm society due to external costs not borne by the acquiring firm. To be socially responsible, the manager must consider the effects of the merger/acquisition on all stakeholders. Different traditional ethical frameworks for decision making are proposed and reviewed. A model is proposed.     

Do community-driven development projects enhance social capital? Evidence from the Philippines

We explore the social capital impacts of a community-driven development project in the Philippines in which communities competed for block grants for infrastructure investment. The analysis uses a unique panel data set of about 2100 households, aggregated at the village-level, collected in 66 treatment and 69 comparison communities. We provide both difference-in-differences and propensity score matching estimates. We find that the project increased participation in village assemblies and the frequency with which local officials meet with residents and had a negative impact on collective action. There is also more limited evidence of a positive impact of the project on bridging (i.e., generalized) trust and of a negative impact on group membership.