The demography of micro-states

There are two types of micro-states, islands and mainland ones. Except for a few islands very close to the coast, most of the insular micro-states are demographically very different from the rest of the Third World. Their death-rates are lower, their birth-rates lower, and the propensity of their populations to migrate to developed countries higher. It is argued here that these differences are based on other social and economic differences, which can be summarized by saying that such states are more Westernized. They were part of the European maritime system at a time when the West did not have the economic strength to penetrate continental areas to the same extent. On the whole they retained colonial links longer.     

Utilization and productivity of the Duke physician's associate

The objectives of this study were as follows: (1) Formulate a theoretical model of the typical medical practice as a system for producing medical care, with particular attention to the role of middle-level health workers such as graduates of Duke University's Physician's Associate Program. (2) Develop a methodology for collecting data necessary to estimate the relevant parameters in the model, and to describe current patterns of utilization of Duke PA's. (3) Draw substantive conclusions, insofar as the model and data collection methodology permit, about the actual and potential productivity of Duke PA's.As of October 1971 Duke University had graduated 68 PA's from its Physician's Associate Program. Of these, 34 are employed as assistants in family practice or general medicine in a variety of private and institutional settings. Data were collected on eleven of these 34 PA's. No attempt was made to study the other 34 graduates engaged in clinical specialties, administration, or other functions. Neither was any attempt made to collect data on or draw inferences about the utilization and productivity of graduates of any other program such as the MEDEX Program.⁴     

Products,processes and incomes: Cotton clothing in India

This analysis seeks to relate the processes of different production modes to product characteristics and incomes of consumers within a particular industry. A dynamic interpretation of the cross-sectional relationships suggests that with rising incomes consumers pass through the product and process characteristics of the earliest pre-capitalist formations to those of successively later periods.     

The leader as lobbyist

Guidant's Ginger Graham argues that senior executives are actually better prepared than most lobbyists to inform and educate members of Congress about the issues that will affect their businesses.     

AIDS is your business

If your company operates in a developing country, AIDS is your business. While Africa has received the most attention, AIDS is also spreading swiftly in other parts of the world. Russia and Ukraine had the fastest-growing epidemics last year, and many experts believe China and India will suffer the next tidal wave of infection. Why should executives be concerned about AIDS? Because it is destroying the twin rationales of globalization strategy-cheap labor and fast-growing markets--in countries where people are heavily affected by the epidemic. Fortunately, investments in programs that prevent infection and provide treatment for employees who have HIV/AIDS are profitable for many businesses--that is, they lead to savings that outweigh the programs' costs. Due to the long latency period between HIV infection and the onset of AIDS symptoms, a company is not likely to see any of the costs of HIV/AIDS until five to ten years after an employee is infected. But executives can calculate the present value of epidemic-related costs by using the discount rate to weigh each cost according to its expected timing. That allows companies to think about expenses on HIV/AIDS prevention and treatment programs as investments rather than merely as costs. The authors found that the annual cost of AIDS to six corporations in South Africa and Botswana ranged from 0.4% to 5.9% of the wage bill. All six companies would have earned positive returns on their investments if they had provided employees with free treatment for HIV/AIDS in the form of highly active antiretroviral therapy (HAART), according to the mathematical model the authors used. The annual reduction in the AIDS "tax" would have been as much as 40.4%. The authors' conclusion? Fighting AIDS not only helps those infected; it also makes good business sense.     

In search of global leaders

For all the talk about global organizations and executives, there's no definitive answer to the question of what we really mean by "global." A presence in multiple countries? Cultural adaptability? A multilingual top team? We asked four CEOs and the head of an international recruiting agency--HSBC's Stephen Green, Schering-Plough's Fred Hassan, GE's Jeffrey-lmmelt, Flextronics's Michael Marks, and Egon Zehnder's Daniel Meiland--to tell us what they think. They share some common ground. They all agree, for example, that the shift from a local to a global marketplace is irreversible and gaining momentum. "We're losing sight of the reality of globalization. But we should pay attention, because national barriers are quickly coming down", Daniel Meiland says. "If you look ahead five or ten years, the people with the top jobs in large corporations ... will be those who have lived in several cultures and who can converse in at least two languages." But the CEOs also disagree on many issues--on the importance of overseas assignments, for instance, and on the degree to which you need to adhere to local cultural norms. Some believe strongly that the global leader should, as a prerequisite to the job, live and work in other countries. As Stephen Green put it, "If you look at the executives currently running [HSBC's] largest businesses, all of them have worked in more than one, and nearly all in more than two, major country markets." Others downplay the importance of overseas assignments. "Putting people in foreign settings doesn't automatically imbue new attitudes, and it is attitudes rather than experiences that make a culture global," says Fred Hassan. The executives' essays capture views that are as diverse and multidimensional as the companies they lead.     

Capitalism's growth imperative

A capitalist firm operating in a competitive market is subjectto a growth imperative, because uncertainty about the profitrate under a no-growth policy makes the firm's prospects highlyunattractive in finite time and bankruptcy practically certainin the long run. A no-growth policy determines consumption andinvestment so that they and capital would remain constant overtime if the latter's expected return were realised with certainty.Simulation is used to arrive at the probability of bankruptcyby the end of t periods and the expected values of capital andmoney, for relevant combinations of time and uncertainty undersuccessively more realistic models of a no-growth firm in acompetitive market. The sensitivity of the results to variationin the parameters in each of the models is evaluated. Finally,we establish that a plausible growth policy may achieve growth,but the problem of bankruptcy is not resolved.