论驯鹿鄂温克人的兽皮文化

生活在大兴安岭中的驯鹿鄂温克人是鄂温克族中的独特群体,千百年来一直以饲养驯鹿和森林游猎为生。他们在特定的自然环境、特殊的生存条件以及特有的生产生活中,创造出了适合于他们物质文明和精神文明的兽皮文化。     

Entrenchment in publicly traded family firms: Evidence from the S&P 500

Family involvement in corporate governance through ownership, management, and board membership presents a unique dilemma for understanding the strategic impetus and costs of entrenchment decisions. The presence of shared family ties and the family-centered goals of firm principals call to question the applicability of extant agency arguments regarding the nature and antecedents of managerial entrenchment. Exploring this, we develop and test a model of family firm-specific determinants (i.e., family ownership and family's involvement in management and governance) of entrenchment in publicly traded firms by drawing upon principal-principal agency theory. Findings of the empirical analysis of family owned S&P 500 firms suggest family firms are motivated to entrench managers when doing so supports the pursuit of family-centric goals. However, the extent to which entrenchment supports such goals varies at different levels of family ownership.     

Neo-Gramscian Theory and Third World Violence: A Time for Broadening

Abstract

This article argues that the neo-Gramscian theory of hegemony is not as useful in explaining the rise and consolidation of the modern world system. In particular, while the force-consensus approach may indeed be relevant in examining relations among the Western countries, it is fundamentally wanting when applied to the third world. The two main reasons concern the persistent violence against the third world, and the dominance of race and racism as social forces in the production and maintenance of successive world orders. Neo-Gramscian theory needs to be broadened perhaps by paying attention to the relevant thinking in postcolonialism.     

The unique effects of environmental strategies in health promotion campaigns: a review

Various strategies are used as tools in health promotion campaigns to increase health-related outcomes among target populations. Evaluations of these campaigns examine effects on changing people's knowledge, attitudes, and/or behaviors. Most evaluations examine the combined impact of multiple strategies. Less is known about the unique effects of particular strategies. To address this gap, we used highly systematic methods to identify and review scientifically rigorous evaluations of 18 campaigns that examined the unique effects of three sets of intervention strategies (entertainment education, law enforcement, and mass media) on changes in knowledge, attitudes, and practice with regard to various health behaviors. Results showed differences in evaluation processes based on the type of strategy used to promote campaign messages. For instance, evaluations of mass-media based campaigns were more likely to examine changes in knowledge, relative to evaluations of campaigns that used law enforcement strategies. In addition, campaign effects varied by particular strategies. Mass media-based campaigns were more likely to affect knowledge, relative to behaviors. Law enforcement and entertainment education-based campaigns showed positive effects on behaviors. The implications for planning and evaluating health promotion campaigns are described.     

Leading beyond the bottom line, Part 4. The questions it has raised

The Leading Beyond the Bottom Line article series has received an overwhelming response from ACPE members, mostly in enthusiastic support of this new leadership concept. Some of the important questions raised by members are presented with answers from the authors. This article also explores the moral challenge of leadership and why health care is more than a business. In recent years, there's been confusion about the role of the health care enterprise, its leadership and its management. We have lost our way about the "moral" thing, the "right" thing, because we have no philosophy to guide us. To manage or lead in this "business" of health care, a philosophy is required that recognizes the multiple elements to which the leader has responsibility and obligations: the customers, community, employees, and, certainly, the financial assets.     

Competitive lobbying for a legislator’s vote: A comment

 This comment deals with some imperfections of the analysis presented by Austen-Smith and Wright [1]. It is argued that in [1] being informed is incorrectly identified with being informative, yielding an incomplete equilibrium analysis, and leading to bias in the kind of equilibrium behavior predicted. After correcting for this bias, the results obtained corroborate their main conclusion – legislators are often lobbied by just one of two competing groups, typically the a priori disadvantaged group. The comment also strengthens their case for counteractive lobbying; the a priori favored group typically only lobbies to counteract the influence of an opposing group. Another conclusion, however, is qualified; an increase in the groups’ stakes can make it less, rather than more, likely that the legislator makes the correct decision. Received: 26 January 1996/Accepted: 27 March 1996