Reviews

“THE RURAL ECONOMY” M. Healey and B. llbery (Eds), 1985: The Industrialization of the Countryside Norwich: Geo Books, £32.50.

P. Lowe, G. Cox, M. MacEwen, T. O'Riordan, M. Winter, 1986: Countryside Conflicts. The Politics of Farming, Forestry and Conservation.

Aldershot: Gower Publishing Company, £19.50 hardback, £8.95 paper.

E. Stern and J. Turbin, 1986: Youth Employment and Unemployment in Rural England. Report of a One Year Pilot Study in Four Rural Areas for the Development Commission Development Commission/Tavistock Institute of Human Relations.

“GLOBAL RESTRUCTURING, LOCAL RESPONSE?” Philip Cook (Ed), 1986: Global Restructuring, Local Response. London: Economic and Social Research Council £10.00.

“LOCAL ECONOMIC DEVELOPMENT” Cordle, P., 1985: Employment and Industrial Development-Local Authority Initiatives. CIPFA, £5.00. V. Hausner (Ed) 1986: Critical Issues in Urban Economic Development, Volume II. Oxford: Clarendon Press, £22.50

“CRISIS IN THE INDUSTRIAL HEARTLAND” Spencer, K., Taylor, A., Smith, B., Mawson, J., Flynn N. and Batley, R., 1986: Crisis in the Industrial Heartland: A Study of the West Midlands. Oxford University Press, £7.95.

“BLACK POLITICS AND URBAN CRISIS” Brian D. Jacobs, 1986: Black politics and urban crisis in Britain. Cambridge: Cambridge University Press £25.00 Hardback.

“UNEMPLOYMENT AND LABOUR MARKET POLICIES” Hart, P. E. (Ed), 1986: Unemployment and Labour Market Policies Aldershot: Gower, 1950     

Exploratory Results on the Importance of R&D Knowledge Domains in Businesses with Different Strategies

A number of studies have described the consequences of the changing patterns in the business environment for R&D departments. Fewer studies have addressed the specific implications of the changing business environment for the agenda of R&D managers. Gupta and Wilemon (1996) have provided R&D managers with a priority list for action designed to be applicable to R&D departments independent of business strategy. However, a substantial body of literature suggests that the priority listing may be different for R&D departments in businesses with different strategies. Against this background this study sets out to determine whether the priority listing is different for Miles and Snow's (1978) strategic archetypes of prospectors, analyzers, defenders and reactors. A total of 72 R&D managers of businesses competing in industrial markets in the Netherlands provided the data to test for the existence of these differences. The results indicate that the priority listings are indeed different for R&D departments in businesses with different strategies. This finding has important practical implications. The priority listings can be used by R&D managers to assess which R&D capabilities have to be developed in order to match R&D strategy with business strategy and meet the criteria for getting more commercial payback from R&D in a changing business environment.     

Soil CO2 emission and carbon budget of a wheat/maize annual double-cropped system in response to tillage and residue management in the North China Plain

To investigate the impacts of tillage and crop residue managements on soil CO₂ emission and C budget in a wheat (Triticum aestivum L.)/maize (Zea mays L.) double-cropped system in the North China Plain (NCP), a field experiment was conducted consisting of four treatments: tillage with crop residues retention (CT+), tillage with crop residues removal (CT?), no-till with crop residues retention (NT+), and no-till with crop residues removal (NT?). Daily soil CO₂ fluxes changed with crop growing stage and peaked during the most vigorous growth of period, fluxes in maize season were higher than those in wheat season. Compared to the tilled soils, cumulative CO₂ emissions were significantly lower under no-till treatments. The largest cumulative CO₂ emission occurred under CT+ (65?g CO₂-C m^?2 y^?1) and the smallest was under NT+ (39?g CO₂-C m^?2 y^?1). After 5 years of the experiment, soil organic carbon (SOC) sequestration were greater with crop residues retention (CT+ and NT+) than with crop residues removal (CT? and NT?), the maximum SOC stock was in NT+ (5940?g C m^?2) while the minimum was in CT? (3635?g C m^?2). NT+ could help to mitigate CO₂ emission in the annual wheat/maize double-cropping system of the area.     

Long-term economic consequences of hedge fund activist interventions

Review of Accounting Studies - We examine the long-term effects of interventions by activist hedge funds. Research documents positive equal-weighted long-term returns and operating performance...     

Banking and the Real Economy

Ed Clark discusses the importance of banking in the real economy, the weakening of trust of banks on the part of the public, and what banks must do to reclaim that trust. In particular, he cites the need for adequate capitalization and the need for cultural change within banking. There must be a shift back to a focus on the needs of customers rather than the potential gains from casino-like activity. He also discusses changes that have taken place in technology and operating practices in basic banking to provide better service to customers. He expresses a need for more informed bank regulation to avoid asset bubbles.     

The consequences of dual and unilateral commitment to the organisation and union

This article examines the pattern and consequences of commitment to organisation and union amongst union members in a UK National Health Service Trust. Those who perceived the industrial relations climate as positive were more likely to be dually committed to both organisation and union. As anticipated, union commitment predicted union citizenship behaviours and intent to quit the union. However, organisational commitment predicted intent to quit the organisation but not organisational citizenship behaviour, which was predicted by union commitment. Findings suggest that those with a unilateral commitment to the union are more likely than the dually committed to engage in citizenship behaviours aimed at helping fellow members and colleagues, perhaps because they feel unconstrained by any strong loyalty to the organisation.