The T-Group: Short cut or short circuit?

T-group or sensitivity training has become popular in recent years. A T -group includes eight to twelve people and a qualified leader; its purpose can be to provide therapy or to promote personal improvement or organization development. Beset by organizational problems, some top executives have instituted T-groups, thinking they may be a panacea. In some cases this approach has improved morale and even increased productivity. In other cases the hierarchical structure of the company has been damaged, economic gain has been condemned, and profits have been affected. T-groups can have a useful role if top management rationally decides the proper ends and means for this powerful tool.     

Book Notes “Economics and Social Sciences” 2/2021

Journal of Consumer Policy -     

Is the Global Economy Headed for a Lost Decade? A European Perspective

In the 15 years leading up to the recent crisis, the world economy's exceptional performance was driven by globalisation, rapid, export-driven growth in emerging markets, debt-fuelled consumption in major advanced economies, and a benign financial and macroeconomic environment. These, however, sowed the seeds for the financial crisis by creating unsustainable imbalances and distortions. Obstacles to future growth are likely to be retrenchment in consumption, dampened investment, and unsustainable fiscal balances. Going forward, there must be a renewed commitment to medium-term, rule-based, policies for maintaining fiscal sustainability, price stability, and financial stability. The international imbalances between savings and consumption must also be addressed through a global reform agenda discussed in the paper. Even with reform, the challenges to growth will be daunting. Without reform, however, it is likely that the global economy will suffer a lost decade.     

Reforming European Merger Review: Targeting Problem Areas in Policy Outcomes

This paper is an attempt to derive priorities for the reform of European merger policy from observed problems with decision making in merger cases. We identify problems in the application of theory and empirical method as well as the impact of resource constraints and the potential for systematic decision bias. In contrast to the intense debate about the merits of a switch from a dominance criterion to a significant lessening of competition test, we find that such a switch would not effectively address any of the problems in Commision decision making on mergers. Similarly, the lack of an efficiency defense does not seem to explain any of the weaknesses of European merger policy. In contrast, we find that most of the problem areas identified in current merger control practice can be effectively addressed by reforming the merger procedure, the internal organization of merger control in the Commission, as well as addressing resource issues. Together with carefully crafted merger guidelines these should have strong priority for the reform of merger policy in Europe.