A critical evaluation of the commodification thesis

A recurring theme across the social sciences is that non‐capitalist production is disappearing albeit slowly and unevenly, and is being replaced by a commodified economy in which goods and services are produced by capitalist firms for a profit under conditions of market exchange. In this paper, however, I evaluate critically this commodification thesis. Even in the heartland of commoditisation ‐ the advanced economies. Large economic spaces are identified where alternative economic relations and motives prevail. Rather than view them as leftovers of pre‐capitalist formations, this paper argues that they are the result of both the contradictions inherent in the structural shifts associated with the pursuit of commodification as well as the existence of‘cultures of resistance’, As such, they are viewed as 'spaces of hope’which highlight the demonstrable construction and practice of alternative social relations and logic's of work outside profit‐motivated market‐oriented exchange.     

Cognitive and interpersonal abilities related to the primary activities of R&D managers

This study attempted to identify the primary activities performed by R&D managers at different supervisory levels, and the cognitive and interpersonal ability requirements that underlie these activities. A task inventory containing 244 managerial tasks was completed by 117 R&D managers in nine organizations. The 48 tasks which managers rated as having spent the most time were factor analyzed, resulting in the identification of three primary activities: project management, personnel supervision, and strategic planning. Furthermore, these activities varied with supervisory level, with R&D managers performing a wider range of these activities with the progression from first-line to upper-level management.Thirty R&D managers later rated the degree to which 19 cognitive and interpersonal abilities were required for performing these primary activities. Strategic planning was rated as requiring significantly higher levels of oral expression, logical reasoning, originality, fluency of ideas, oral defense, and resistance to premature judgement than was required for the other two primary activities. Personnel supervision required a higher level of social sensitivity than was required for the other two activities. Project management required high levels of information ordering, oral fact- finding ability, problem sensitivity, and oral and written comprehension. Implications of the findings for understanding R&D managerial performance and personnel staffing functions are discussed.     

Book review

Stewart, J., Econometrics. (Philip Man, London, 1991.) Pp. viii + 331. $27.95.     

Evaluation: Stakeholder-focused Criteria

Identifying and selecting suitable criteria is an important consideration in evaluating the performance of public sector organizations. Which criteria are chosen, and how they are weighted, will depend largely on the perspective being taken; different stakeholders (for example, clients, providers or commissioners) are likely to emphasize different criteria. In this paper a number of criteria are identified and an argument is developed to indicate which criteria are likely to be valued by various stakeholders. Furthermore, a number of approaches and mechanisms for evaluation are identified and the links between these, the criteria appropriate to them and the various stakeholders are made explicit. Finally, the issue of politics and the distribution of power between the stakeholders is addressed with a call for greater explicitness in using and balancing criteria (for example, as between professionals and the intended beneficiaries of services). In this way, while recognizing the inherent political nature of performance evaluation, the planning and implementation of services may be improved by a more mutually informed approach to evaluation.     

Effective boards: how executive directors define and develop them

There is growing recognition in the nonprofit field that the executive director has a key role in determining whether the board of directors will function effectively. To aid executives in this vital role, two recent studies defined a "good board" from the point of view of two samples of executive directors of community agencies, then sought factors related to board performance as measured by this definition. In interviews, executives whose boards scored higher than their peers on this performance measurement related how they work with their boards in such areas as recruitment of new members, financial management, fundraising, and leadership development.     

Calculating the total vote where the district magnitude is greater than one: A test of some algorithms using British local election data

Electoral analysis using aggregate data relies on the availability of accurate voting statistics. One vital piece of information, often missing from official electoral returns, particularly British local government elections, is the total number of valid ballot papers. This figure is essential for the calculation of electoral turnout. When voters have a single vote and official information about the number of ballot papers issued is missing, a figure for the total vote can still be derived. However, local elections in Britain frequently use a system of multiple-member wards, where voters have as many votes as there are seats to be filled. In such cases, calculating the total vote and, hence, the turnout does present a real problem. It cannot be assumed that all voters will use their full quota of votes or that voters will cast a ballot in favour of a single party. This paper develops and tests diff erent algorithms for calculating the total vote in such circumstances. We conclude that the accuracy of an algorithm is closely related to the structure of party competition. The findings of this paper have a number of important implications. First, the difficulties in calculating the turnout in multiple-member wards are identified. This will inform the debate about public participation in the local electoral process. Second, the method for deriving a figure for the total vote has an important bearing on a number of other statistics widely employed in electoral analysis.