International health law and consumer autonomy

Today, international health law and international consumer law are developing in the same direction and with much interaction. But the developments are not uniform. As international health law takes consumer protection into account, it tends to increase the gap between a Western international law and a Third World international law, and to emphasize the negative harmonization approach towards international health protection.Another problem concerns the unification of the rules of international health law and those of international consumer law. This problem is particularly difficult to solve, as the rules of international consumer law themselves are still far from being unified.

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Internationales Gesundheitsrecht und Verbraucherautonomie

Zusammenfassung Internationales Gesundheitsrecht und internationales Verbraucherrecht entwickeln sich heute in gleicher Richtung, obwohl sie anderen Quellen entspringen. Die wechselseitige Durchdringung nimmt zu, auch wenn die Enwicklung nicht einheitlich vor sich geht. Je mehr das internationale Gesundheitsrecht den Verbraucherschutz in sich aufnimmt, destomehr trennt es sich in ein Recht für entwickelte Staaten und ein solches für Dritte Welt-Länder. Ein vorwiegend negativ-abwehrender Zugang herrscht vor.Ein anderes Problem beinhaltet die Harmonisierung der Regeln des internationalen Gesundheits- und des internationalen Verbraucherrechts. Dies ist schon deshalb schwer erreichbar, weil das Verbraucherrecht selbst nicht einheitlich vorgeht. Die Probleme verschärfen sich, wenn man — ohne eine internationale Verbraucherinstitution wie die WHO — eine gemeinsame positive Gesundheitspolitik für Verbraucher erreichen will.

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Michel Bélanger teaches health law at the U.F.R. de Droit Public et Science Politique, Université de Bordeaux I, Avenue Léon Duguit, F 33604 Pessac, France.     

Demutualization and customer protection at self‐regulatory financial exchanges

In the past decade, many of the world's largest financial exchanges have demutualized, i.e., converted from mutual, not‐for‐profit organizations to publicly‐traded, for‐profit firms. In most cases, these exchanges have substantial responsibilities with respect to enforcing various “trade practice” regulations that protect investors from dishonest agents. We examine how the incentives to enforce such rules change as an exchange demutualizes. In contrast to oft‐stated concerns, we find that, in many circumstances, an exchange that maximizes shareholder (rather than member) income has a greater incentive to aggressively enforce these types of regulations. © 2010 Wiley Periodicals, Inc. Jrl Fut Mark 31:126–164, 2011     

Making Banks in Europe More Responsible

The financial crisis is still hitting families and businesses across Europe hard.We can't let such a crisis happen again and we can't allow the actions of a few in the financial world to jeopardise the rest of society. The IMF estimates European banks made losses close     

Michel Gutsatz中国会有自己的奢侈品吗?

一个品牌要30年我深信,奢侈品是有业务模式的。今天,我想和读者分享一下打造奢侈品牌的可行性战略,尤其是中国的战略选择。首先,大家千万不要忘记,经典——并不是奢侈品唯一的来源。如果分析一下,除了腕表、化妆品外,还有很多其他的领域。比如科技、食品、饮料、酒店、家居装潢、水疗、俱乐部等,很多     

A Stakeholder’s Perspective on Human Resource Management

In order to understand the system wherein human resource management practices are determined by the interactions of a complex system of actors, it is necessary to have a conceptual framework of analysis. In this respect, the works of scholars (Mitroff, 1983, Stakeholders of the Organizational Mind, Jessey-Bass; Freeman, 1984, Strategic Management: A Stakeholder Approach, Pitman) concerning stakeholder theory opened new perspectives in management theory. An organisation is understood as being part of a politico-economic system of stakeholders who interact and influence management practices. Each stakeholder tries to optimise and protect his interests (Frooman, 1999, Academy of Management Review 24, 191–205; Savage et al., 1991, Academy of Management Executive 5(2), 61–75). The framework of stakeholder analysis enables escape from a purely instrumental approach to HRM, and avoids reducing our understanding of conflicts within companies to mere antagonism between employees and their employers. It enables us to point out the existence of other stakeholders in the relationship. Notably, it allows for the incorporation into management theory of actors from the sphere of politics (president of the republic, government, national elected representatives – deputies and senators – and locally elected representatives – mayors and regional councillors, etc.) as well as their dependent administrations. All these actors are considered to be stakeholders who define the legal framework of firm management and guarantee the application of these laws.