The Practitioner's Handbook on International Commercial Arbitration provides reports on the arbitration systems and laws of 13 countries in addition to commentaries on the arbitration rules of ICC, ICDR, LCIA, and UNCITRAL Arbitration Rules as well as on the UNCITRAL Model Law and the New York Convention. This comprehensive overview of the key arbitral jurisdictions and the most important arbitral rules and conventions makes it a unique and indispensable work that belongs on the desk of each practitioner. Written by world-leading arbitration practitioners and academics, this book combines a practical approach with in-depth legal research and analyses of important national and international case law. This new edition is written to meet the needs of both the non-specialist lawyer requiring quick and useful information on a particular legal system or set of rules or interested in a concise general introduction into the law of international arbitration, and the experienced arbitration practitioner looking for well-founded information on a particular issue.

This book scrutinizes legislative novelties and case law in the area of EU competition and state aid rules, focusing on the interaction between public and private enforcement of those rules. It is intended for scholars, stakeholders and anyone involved in the process of law enforcement - judges, attorneys at law, corporate lawyers and market participants. The book features contributions by prominent competition law scholars offering an academic analysis of the topics covered, and by several EU General Court judges, including its President, Mr. Marc Jaeger, providing first-hand information on the application of the EU competition rules in the General Court.

"Some people seem to be able to talk anybody into anything Do they simply possess a natural talent that the rest of us can never hope to imitate? This refreshing books says ""No "" and provides readers with a unique, proven, step-by-step analytical thinking process that anyone can use to analyze, organize, and present information in a persuasive way. The Anatomy of Persuasion literally dissects each step in the persuasion process. Readers will turn their great ideas into tangible realities as they learn how to: * apply the two major principles of communication * perceive the needs of others * present the features and benefits of their idea * understand the subconscious decisions people often make * create a logical, error-free proposal (oral or written) that will win the day."

"Like many companies over the last few years, yours has probably done a great deal to reassess its physical, strategic, and financial vulnerabilities. But there is a huge difference between business continuity planning and true crisis management. Do your company and employees have the necessary ""IQ"" not only to withstand a crisis but also to come through it with strength and confidence?

Ian Mitroff, recognized around the world as an authority in crisis management, has created a plan that goes well beyond ""disaster preparedness"" to help your company get accustomed to working in the face of some unsettling facts:

* In an age of terror, cyberattacks, large-scale corporate fraud and more, crisis is no longer a question of if, but of when.

* Your company, no matter its size, industry, or location, is not immune from this reality.

* Your contingency planning will only be as effective as the human beings charged with putting it into action.

Mitroff outlines seven distinct competencies your organization needs to handle crises effectively:

* Right Heart (emotional IQ): By accepting crisis as an inevitability, you can process much of the shock and grief beforehand, and avoid making the effects of the crisis even worse through an unconstructive response.

* Right Thinking (creative IQ): ""Crises don't give a damn for the ways in which we have organized the world,"" so out-of-the-box thinking is essential.

* Right Social and Political IQ: Understand that your business is subject not only to the particular pitfalls of its industry, but also to the universal and complex challenges that threaten all companies.

* Right Integration (integrative IQ): Realize that crises are perceived differently by different stakeholders, and are never simple ""exercises"" that can be ""solved."" Identify and reconcile these perceptions now so that the path is clear when the crisis strikes.

* Right Technical IQ: ""Think like a controlled paranoid"" to uncover ways in which malicious forces could cause a crisis in your company. Question every assumption about what is ""normal,"" ""impossible,"" or ""absurd.""

* Right Aesthetic IQ: Reconsider the classic design of the corporation, which is meant to address problems as they arise, and move toward one in which crisis management is an overarching discipline on a par with, for example, finance.

* Spiritual IQ: Reject the notion that people's physical, mental, and spiritual beings are completely separate; recognize that crises cause us to question the very meaning of our lives and what we do, and establish ahead of time why our work is, and must remain, important to us on many different levels.

Although crisis management has taken on new urgency in recent turbulent times, the need for careful planning did not originate on September 11, 2001. Mitroff's examples, drawn from interviews conducted both after the 2001 attacks and during his 25-year career as an expert in crisis management, demonstrate the need for action -- and offer a blueprint for taking it."

This edited volume looks at supreme courts in China and the West. It examines the differences and similarities between the Supreme People's Court of Mainland China and those that follow Western models. It also offers a comparative study of a selection of supreme courts in Europe and Latin America. The contributors argue that the Supreme Courts should give guidance to the development of the law and provide legal unity. For China, the Chinese author argues, that therefore there should be more emphasis on the procedure for reopening cases. The chapters on Western-style supreme courts argue that there should be adequate access filters; the procedure of reopening cases is considered to be problematic from the perspective of the finality of the administration of justice. In addition, the authors discuss measures that allow supreme courts in both regions to deal with their existing caseload, to reduce this caseload, and to avoid divergences in the case law of the supreme court. This volume offers ideas that will help supreme courts in both the East and the West to remove unmanageable caseloads. As a result, these courts will be better able to assist in the interpretation and clarification of the law, to provide for legal unity, and to give guidance to the development of the law.