“Who generates this city”? Socialist strategy in contemporary London

This essay, based on a “militant ethnography” of the attempts of the small radical grassroots activist group, Our London (a pseudonym), to mobilize a collective oppositional politics through activities around an election campaign, engages critically with E. Laclau and C. Mouffe's arguments on discourse and collectivity in Hegemony and Socialist Strategy (London: Verso, 1985). I argue, on the basis of my findings, that while their model does provide insights that help describe the process of building collectivity from among disparate perspectives and identities, we need to go beyond a focus on discourse alone and consider the ways politics is shaped by material contexts. This is necessary if we are to understand the continued appeal of class politics as well as the difficulties in mobilizing collectivity in highly unequal and fragmented cities. From an activist perspective, the essay also highlights how developing a conception of collective interests and a critique of overarching systems of exploitation can be important in building political unity.     

Spatial variation in soil inorganic nitrogen across an arid urban ecosystem

We explored variations in inorganic soil nitrogen (N) concentrations across metropolitan Phoenix, Arizona, and the surrounding desert using a probability-based synoptic survey. Data were examined using spatial statistics on the entire region, as well as for the desert and urban sites separately. Concentrations of both NO₃-N and NH₄-N were markedly higher and more heterogeneous amongst urban compared to desert soils. Regional variation in soil NO₃-N concentration was best explained by latitude, land use history, population density, along with percent cover of impervious surfaces and lawn, whereas soil NH₄-N concentrations were related to only latitude and population density. Within the urban area, patterns in both soil NO₃-N and NH₄-N were best predicted by elevation, population density and type of irrigation in the surrounding neighborhood. Spatial autocorrelation of soil NO₃-N concentrations explained 49% of variation among desert sites but was absent between urban sites. We suggest that inorganic soil N concentrations are controlled by a number of ‘local’ or ‘neighborhood’ human-related drivers in the city, rather than factors related to an urban-rural gradient.     

李贺和比喻

李贺的比喻和一般比喻差别很大,他经常颠倒喻词和被喻词之间的关系,给人带来震撼。这种比喻方法,不仅表现了李贺心中万物平等的思想,也展现了迥异现实的另一世界的景象。     

Managerial Involvement and Perceptions of Strategy Process

Prior academic research attests to both positive and negative effects of involvement on the process of developing strategy. On the one hand, it has been argued that involvement strengthens shared vision, increases rationality and improves adaptiveness in strategy-making. On the other hand, involvement is said to lead to intense political behaviour, increased cultural inertia and more constraints in the strategy process. The purpose of this study is to investigate the relative importance of these effects. In a survey of over 6,000 managers, we find that their reported levels of involvement are positively associated with perceptions of strategy development processes that are more rational, more focused by a shared vision, and more adaptive. In addition, involvement is negatively associated with statements describing the process as top-down, influenced by politics and slowed by internal culture. Moreover, those who are more involved tend to see business and non-business constraints as less important in determining strategy. We argue that these associations between involvement and desirable features of strategy process are important because perceptions are the basis of managerial behaviour. Thus, managers who are more involved in strategy not only see the process in a more favourable light but also act in ways that make the process more effective. The main implication of these findings is that for most organisations increasing involvement improves the strategy process.     

The Blinders of Dominant Logic

This article argues that the dominant logic embedded in an organisation may keep it on the road ahead, but it also acts as a blinder to peripheral vision. It says that managers need to look at beyond the borders of their industries and geographies to find new opportunities and rethink the logic of the business. It refers to corporate examples where shifts in organisations’ dominant logic allowed traditional assumptions about value creation to be reassessed and resulted in successful forays into the periphery.