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'The region' has been used to understand and propose solutions to phenomena and problems outside the dominant spatial scale of the twentieth century - the nation state. Its influence can be seen in multiple social science disciplines and in public policy across the globe. But how was this knowledge organised and how were its concepts transmuted into public policy? This book charts the development of the academic field of Regional Studies and the application of its concepts in public policy through its learned society, the Regional Studies Association. In their modern form, learned societies often play a complementary role to universities, offering networks that operate in the spaces between and beyond universities, connecting specialised academics and knowledge and making it possible for them to have impact outside the academy. In contrast to the geographically tangible and popularly understood role of the university, contemporary learned societies are nebulous networks that transcend barriers and whose contribution is difficult to discern. However, the production and dissemination of knowledge would be stunted were it not for the learned society connecting scholars through a network of publications and events. This book traces the intellectual history of regional studies and regional science from the 1960s into the 2000s and the impact of the regional concept in public policy through the changing priorities of government in the UK and Europe. By approaching the history through the Regional Studies Association, it interrogates the role and function of the 'learned society' model of organisation in contemporary academia and importance as a knowledge exchange vehicle for public policy influence.
This edition of over 60 000 entries, including significantly more than 20% new or revised material, not only updates its predecessor but also continues the policy of extending coverage to areas dealt with only sparsely in previous editions. Special attention has been paid to the Far East, Australasia and Latin America in general, and to the People's Republic of China in particular. The cross-referencing between a defunct organization and its successor (indicated by ex and now) introduced into the last edition, has been extended. Otherwise the policies adopted in previous editions have been retained. All kinds of organizations are included - international, national, governmental, individual, large or small - but strictly local organizations have been omitted. The subject scope includes activities of all kinds, in the fields of commerce and industry, education, law, politics, public administration, religion, recreation, medicine, science and technology. The country of origin of a national organization is given in brackets, unless it is the home country of the title language or can be deduced readily from the title itself. Acronyms of parent bodies of subsidiary organizations are also added in brackets. Equivalences are used to link acronyms in different languages for the same organization. A select bibliography guides the reader to specialist works providing more detailed information.
The Oxford Handbook of Organizational Decision Making comprehensively surveys theory and research on organizational decision-making, broadly conceived. Emphasizing psychological perspectives, while encompassing the insights of economics, political science, and sociology, it provides coverage at the individual, group, organizational, and inter-organizational levels of analysis. In-depth case studies illustrate the practical implications of the work surveyed. Each chapter is authored by one or more leading scholars, thus ensuring that this Handbook is an authoritative reference work for academics, researchers, advanced students, and reflective practitioners concerned with decision-making in the areas of Management, Psychology, and HRM.
What is the relationship between philosophy and organization theory (OT)? While at first glance there might appear to be little, a closer look reveals a rich pattern of connections. More than any other type of human inquiry, philosophy helps make us self-aware of critical assumptions we tacitly incorporate in our organizational theorizing; it creates a deeper awareness of the 'unconscious metaphysics' underpinning our efforts to understand organizations. This volume includes papers that explore connections between several streams in philosophy and OT. As the titles of the papers suggest, most authors write about a particular philosopher or group of philosophers that make up a distinct school of thought, summarize important aspects of his/their work, and tease out the implications for OT. The central question authors explore is: 'what does a particular philosophy contribute to OT?' Either addressing this question in historical or exploratory terms, or in a combination of both, the end result is similar: particular philosophical issues, properly explained, are discussed in relation to important questions in OT.
The design for Quest to Learn, an innovative school in New York City that offers a game-like approach to learning. Quest to Learn, an innovative school for grades 6 to 12 in New York City, grew out of the idea that gaming and game design offer a promising new paradigm for curriculum and learning. The designers of Quest to Learn developed an approach to learning that draws from what games do best: drop kids into inquiry-based, complex problem spaces that are built to help players understand how they are doing, what they need to work on, and where to go next. Content is not treated as dry information but as a living resource; students are encouraged to interact with the larger world in ways that feel relevant, exciting, and empowering. Quest to Learn opened in the fall of 2009 with 76 sixth graders. In their first semester, these students learned-among other things-to convert fractions into decimals in order to break a piece of code found in a library book; to use atlases and read maps to create a location guide for a reality television series; and to create video tutorials for a hapless group of fictional inventors. This research and development document outlines the learning framework for the school, making the original design available to others in the field. Elements in development include a detailed curriculum map, a budget, and samples of student and teacher handbooks.
This work presents the centennial history of one of Ohio's premier public universities. Author William H. Hildebrand takes readers on an exhilarating and illuminating ride through Kent State University's ten decades: from its beginning under its visionary founder John Edward McGilvrey to the hardships of the Great Depression; through the post-World War II boom years and the tumultuous sixties culminating in the May 4, 1970, tragedy; from the university's struggle to regain its bearings during the decade-long aftermath, to its restoration and academic resurgence in the eighties and nineties; and, into the emerging opportunities and challenges of the new millennium. Complemented by scores of photographs, A Most Noble Enterprise features vivid portraits of the school's eleven presidents and their distinctive contributions to the university's character and development. Along with snapshots of changing campus culture and student life, Hildebrand details the ongoing attempts to define the purpose and value of a university education, the relation of undergraduate and graduate education in a public research institution, the evolution of important centers and institutes in the arts and sciences, and the place of varsity sports in a public university during the most recent decades. The interplays among faculty, administrators, students, town, government, and university are key themes that flow throughout this engaging history. With supple, witty, and sparkling prose, the author evokes the triumphs and follies and humor and pathos of this complex, diverse university in all their fascinating, colorful reality. Long after the centennial celebrations and speeches have faded from memory, A Most Noble Enterprise will stand as a testament to Kent State's dedication to the ancient purpose of a university education - the advancement of learning.
This work examines the genesis and early development of one of the nation's most vibrant cultural institutions. Founded in 1807, the successor to a literary club called the Anthology Society, the Boston Athenaeum occupies an important place in the early history of American Intellectual life. At first a repository for books, to which works of art were later added, the Athenaeum attracted over time a following that included such literary luminaries as Ralph Waldo Emerson and Henry James. Yet from the outset, Katherine Wolff shows, the Boston Athenaeum was more than a library; it was also a breeding ground for evolving notions of cultural authority and American identity. Though governed by the Boston elite, who promoted it as a way of strengthening their own clout in the city, the early Athenaeum reflected conflicting and at times contradictory aims and motives on the part of its membership. On the one hand, by drawing on European aesthetic models to reinforce an exalted sense of mission, Athenaeum leaders sought to establish themselves as guardians of a nascent American culture. On the other, they struggled to balance their goals with their concerns about an Increasingly democratic urban populace. As the Boston Athenaeum opened its doors to women as well as men outside its inner circle, it eventually began to define itself against a more accessible literary institution, the Boston Public Library. Told through a series of provocative episodes and generously illustrated, Culture Club offers a more complete picture than previously available of the cultural politics behind the making of a quintessentially American institution.
This is a brief and informal history of the Bristol University Law School during a critical period in its development from 1983-2008. The Faculty, which is celebrating its 75th Anniversary in 2008, has long been established as one of the foremost law schools in the UK and in the common law world. This brief history documents the institutional changes which have occured within the School, the experiences of students during the past 25 years, the achievements (academic and otherwise) of staff and alumni, the rise of research as a dominant theme in the life of the School, and the changing environment - physical, economic, political - in which the School now operates. This is a book which will appeal to all students and staff of the law school, past and present.
The World Health Organization (WHO), as the United Nations specialized agency for health, has been at the centre of international health cooperation for over sixty years. With origins dating from the nineteenth century, WHO's mandate is the attainment by all people of the highest possible level of health. The huge challenge of fulfilling this objective has not only required high-level technical skills, but has led the organization to engage with a broad range of political and economic interests. WHO has enjoyed many high-profile successes such as the global eradication of smallpox and SARS, and ongoing campaigns against polio and other diseases. On other issues, such as essential drugs, tobacco control and diet and nutrition, efforts to tackle the broader determinants of health has brought the organization into contact with issues such as globalization, poverty, social justice and human rights. Kelley Lee analyzes the WHO's role in international cooperation, examining its changing structures, key programmes and individuals. Of particular focus are the challenges WHO has faced in recent years given the emergence of other global health initiatives and how WHO has sought to remain effective as the world's health conscience within an increasingly complex global context.
From the nineteenth through the mid-twentieth centuries, millions of American men and women participated in fraternal associations--self-selecting brotherhoods and sisterhoods that provided aid to members, enacted group rituals, and engaged in community service. Even more than whites did, African Americans embraced this type of association; indeed, fraternal lodges rivaled churches as centers of black community life in cities, towns, and rural areas alike. Using an unprecedented variety of secondary and primary sources--including old documents, pictures, and ribbon-badges found in eBay auctions--this book tells the story of the most visible African American fraternal associations. The authors demonstrate how African American fraternal groups played key roles in the struggle for civil rights and racial integration. Between the 1890s and the 1930s, white legislatures passed laws to outlaw the use of important fraternal names and symbols by blacks. But blacks successfully fought back. Employing lawyers who in some cases went on to work for the NAACP, black fraternalists took their cases all the way to the Supreme Court, which eventually ruled in their favor. At the height of the modern Civil Rights movement in the 1950s and 1960s, they marched on Washington and supported the lawsuits through lobbying and demonstrations that finally led to legal equality. This unique book reveals a little-known chapter in the story of civic democracy and racial equality in America.
The Oxford Handbook of Organizational Decision Making comprehensively surveys theory and research on organizational decision-making, broadly conceived. Emphasizing psychological perspectives, while encompassing the insights of economics, political science, and sociology, it provides coverage at the individual, group, organizational, and inter-organizational levels of analysis. In-depth case studies illustrate the practical implications of the work surveyed. Each chapter is authored by one or more leading scholars, thus ensuring that this Handbook is an authoritative reference work for academics, researchers, advanced students, and reflective practitioners concerned with decision-making in the areas of Management, Psychology, and HRM. Contributors: Eric Abrahamson, Julia Balogun, Michael L. Barnett, Philippe Baumard, Nicole Bourque, Laure Cabantous, Prithviraj Chattopadhyay, Kevin Daniels, Jerker Denrell, Vinit M. Desai, Giovanni Dosi, Roger L.M. Dunbar, Stephen M. Fiore, Mark A. Fuller, Michael Shayne Gary, Elizabeth George, Jean-Pascal Gond, Paul Goodwin, Terri L. Griffith, Mark P. Healey, Gerard P. Hodgkinson, Gerry Johnson, Michael Johnson-Cramer, Alfred Kieser, Ann Langley, Eleanor T. Lewis, Dan Lovallo, Rebecca Lyons, Peter M. Madsen, A. John Maule, John M. Mezias, Nigel Nicholson, Gregory B. Northcraft, David Oliver, Annie Pye, Karlene H. Roberts, Jacques Rojot, Michael A. Rosen, Isabelle Royer, Eugene Sadler-Smith, Eduardo Salas, Kristyn A. Scott, Zur Shapira, Carolyne Smart, Gerald F. Smith, Emma Soane, Paul R. Sparrow, William H. Starbuck, Matt Statler, Kathleen M. Sutcliffe, Michal Tamuz, Teri Jane Ursacki-Bryant, Ilan Vertinsky, Benedicte Vidaillet, Jane Webster, Karl E. Weick, Benjamin Wellstein, George Wright, Kuo Frank Yu, and David Zweig.
In the early years of the twentieth century, Americans began to recognize adolescence as a developmental phase distinct from both childhood and adulthood. This awareness, however, came fraught with anxiety about the debilitating effects of modern life on adolescents of both sexes. For boys, competitive sports as well as primitive outdoor activities offered by fledging organizations such as the Boy Scouts would enable them to combat the effeminacy of an overly civilized society. But for girls, the remedy wasn't quite so clear. Surprisingly, the girl problem - a crisis caused by the transition from a sheltered, family-centered Victorian childhood to modern adolescence where self-control and a strong democratic spirit were required of reliable citizens - was also solved by way of traditionally masculine, adventurous, outdoor activities, as practiced by the Girl Scouts, the Camp Fire Girls, and many other similar organizations. Susan A. Miller explores these girls' organizations that sprang up in the first half of the twentieth century from a socio-historical perspective, showing how the notions of uniform identity, civic duty, primitive domesticity, and fitness shaped the formation of the modern girl.