Britsch Guyana in 1878

Enkele dngen vóór het verschijnen dezer Aflevering gewordt ons nevensgaand artikel van den Hr. J. A. T. Cohen Stuart, die reeds vroeger zijne inzigten omtrent de immigratie-kwestie in dit Tijdschrift mededeelde, en wiens jarenlange ambtenaars-loopbaan als administrateur der financien in Suriname hem voorzeker allezins aanspraak geeft, mede gehoord te worden. Ofschoon zijne inzigten geheel van die van mr. S. van Praag verschillen, hebben wij, bij de welligt kort op handen zijnde afdoening van het Immigratieontwerp, om de zoo even gemelde reden gemcend aan het verlangen van den geachten inzender te kunnen toegeven, om ook zijne beschouwingen nog met dit No voor het publiek le brengen,-alzoo het audi et alteram partemgaarne, zooveel doenlijk, ook hier toepassende.     

Geldproblemen in Nederlandsch-Indie

Weltevreden, 24 December 1920.Rotterdam, 17 Maart 1921.     

De grondslag der loonsbepaling

Amsterdam, 8 Juni 1921Utrecht, Januari 1921     

Valuta en bescherming

Utrecht, 31 December 1920     

Developing a Leadership-Rich Culture: The Missing Link to Creating a Market-Focused Organization

Much has been written about the need for organizations to be more market-focused. Authors have addressed a myriad of constructs which promote the realization of the marketing concept. This article examines leadership and its development in the context of creating a market-focused organization. It links the areas of leadership development, leadership skills, and internal customer culture to the strategy development process. The emphasis in a leadership-rich culture is on the relationships between leaders, followers, and customers. This idea parallels existing thought in the relationship marketing literature touting the benefits of relationships in buyer-seller partnerships and network structures. In addition, this article offers a leadership deployment process to create a market-focused organization from top to bottom.     

Transparency and empowerment in an investment environment

In a laboratory-controlled environment we provide experimental evidence on the effects of transparency (complete over incomplete information) and empowerment on trust and trustworthiness. We implement a simple version of the standard two-person investment game in a repeated game context with multiple treatments under two information environments. We find that when principals are empowered by being able to penalize agents who may not act in a way the principal believes is in the principal's best interest, the level of trust and investment increases over that which is realized in the absence of empowerment regardless of the degree of transparency. In transparent environments the effect of empowerment is about the same regardless of whether empowerment is introduced or removed. However, in opaque environments, the loss of empowerment has a substantially greater negative effect on trust than the positive effect associated with the introduction of empowerment.     

The invisible backhand or the “New marketing concept” must be turning Adam Smith in his grave

The drive to enlarge the marketing concept to embrance non-profit organizations has drawn attention to the tools and techniques of marketing at the expense of an appreciation for marketing’s function in the business world. This paper calls for a renewed awareness of the central role of profits, particularly with respect to social responsibility concerns. Many actions by business labelled as socially responsible are merely the result of enlightened profit motivation. Those actions which sacrifice long run profit for social action are seen as being beyond the purview of the business enterprise.