An application of DPSIR framework to identify issues of pollinator loss

This paper is an attempt to apply the Driving forces–Pressures–State–Impact–Responses (DPSIR) framework to identify the issues of pollinator loss. The linkages between the significant pressures on insect pollinators, their underlying socio-economic driving forces and responses, with the focus on Europe, are addressed in the study. A review of literature revealed the shortage of empirical studies that prove direct links between policy responses and specific pressures on the pollinators. Based on written evidence and expert judgement, land use practices and the use of agrochemicals were regarded as the most significant pressures on different functional groups of pollinators. As demonstrated in the study, agricultural and rural development policy has been the key driving force of these pressures. The application of the DPSIR framework proved to be useful in identifying the pathway of human pressures on pollinators. The study also concludes that there is further need for specific empirical research on the effects and effectiveness of the Common Agricultural Policy (CAP) measures (agri-environment measures in particular) to support farming practices that facilitate the protection of the environment and the prevention of pollinator loss.     

Building value through sustainable project management offices

Organizations' attempts to implement and gain value from investments in project management have resulted in the rapid growth and, in some cases, demise of project management offices (PMOs). The recent research literature on PMOs provides an ambiguous picture of the value case for PMOs and suggests the tenuous nature of their current position in many organizations. In studying project management implementations for the Value of Project Management project, we chose to use three detailed cases and comparisons with the remaining 62 organizations in the value project to study how PMOs are connected to value realization for organizations investing in project management. Specifically, we sought to understand how PMOs deliver sustained value to organizations. Using the theories of Jim Collins (Collins, 2001; Collins & Porras, 1994) as an interpretive framework, we explore these cases to understand how to create and sustain project management value through investment in PMOs.     

Internal Relative Price Stationarity in Long-Run Purchasing Power Parity

This study demonstrates that the joint relationship among domestic traded-goods prices, dometic nontraded-goods prices, foreign traded-goods prices, and foreign nontraded-goods prices is important to understanding rejections or confirmations of long-run PPP. This joint relationship is defined as the "cross-country internal relative price structure." For nine of the ten pairs of countries studied, the cross-country internal relative price structure is found to be stationary; thus, factors other than the influence of nontraded-goods prices must be responsible for the rejections of long-run PPP.     

Two-Stage Acquisitions, Free-Riding, and Corporate Control

This study examines two-stage acquisitions, focusing upon first- and second-stage excess returns for both acquired and acquiring firms, and analyzing the relation between acquisition returns and ownership interest. The evidence suggests that target firm shareholders do not free-ride. Evidence is also provided indicating that premiums are paid by the majority holder to acquire a remaining minority interest.     

A Marriage Made in Heaven? Mismatches and Misunderstandings between Worker Centres and Unions

Worker centres, community‐based mediating institutions that provide support to low‐wage workers in the United States, have grown from five in 1992 to 160 in 2007. With unions increasingly targeting low‐wage immigrant workers employed in non‐footloose industries for organizing drives, it would seem that worker centres and unions are a match made in heaven. On the ground, however, it has been more of a mismatch. This article examines the underlying sources of the mismatch embodied in the structures, ideologies and cultures of worker centres and unions.