Education is considered key for societies to achieve greater social cohesion and equality. Yet, schools, as the main providers of formal education, have increasingly come into question concerning their role in manifesting and perpetuating social categorisations, inequalities and discrimination instead of decreasing existing fragmentations and challenging power relations and hierarchies.

As a diverse society, Kenya is faced with power struggles and rivalries between different groups - for instance, along ethnic lines, often constructed deep in colonial history. This affects teaching and learning in school and the result is that Kenya is faced with vast disparities in terms of educational access and success - rendering some social groups marginalised and others favoured.

Positioning Diversity at Kenyan Schools explores the ways in which teachers in Kenyan primary and secondary schools experience and deal with social categorisations and diversity in terms of ethnicity, gender, wealth, culture, religion, etc. in their professional practice and in the current education system. Using critical pedagogy and diversity theory as a lens for positioning diversity in Kenyan schools, the questions that this book sets out to answer are: In what ways do the teachers' and schools' practices lead to transformation in terms of more social equality and less discrimination? In what ways do the practices manifest existing group categorisations, hierarchies and discrimination? How can schools and teaching practices in postcolonial Kenya become more inclusive and foster social cohesion and equality?

As Alexis Ohanian learned when he helped to co-found the immensely popular reddit.com, the internet is the most powerful and democratic tool for disseminating information in human history. And when that power is harnessed to create new communities, technologies, businesses or charities, the results can be absolutely stunning.
In this book, Alexis will share his ideas, tips and even his own doodles about harnessing the power of the web for good, and along the way, he will share his philosophy with young entrepreneurs all over the globe.
At 29, Ohanian has come to personify the dorm-room tech entrepreneur, changing the world without asking permission. Within a couple of years of graduating from the University of Virginia, Ohanian did just that, selling reddit for millions of dollars. He's gone on to start many other companies, like hipmunk and breadpig, all while representing Y Combinator and investing in over sixty other tech startups. WITHOUT THEIR PERMISSION is his personal guidebook as to how other aspiring entrepreneurs can follow in his footsteps.

Powerful and resonant, Foxconned is both the definitive autopsy of the Foxconn fiasco and a dire warning to communities and states nationwide. When Wisconsin governor Scott Walker stood shoulder to shoulder with President Trump and Speaker of the House Paul Ryan at the White House in July 2017, they painted a glorious picture of his state's future. Foxconn, the enormous China-based electronics firm, was promising to bring TV manufacturing back to the United States with a $10 billion investment and 13,000 well-paying jobs. They actually were making America great again, they crowed. Two years later, the project was in shambles. Ten thousand construction workers were supposed to have been building what Trump had promised would be "the eighth wonder of the world." Instead, land had been seized, homes had been destroyed, and hundreds of millions of municipal dollars had been committed for just a few hundred jobs-nowhere near enough for Foxconn to earn the incentives Walker had shoveled at them. In Foxconned, journalist Lawrence Tabak details the full story of this utter collapse, which was disturbingly inevitable. As Tabak shows, everything about Foxconn was a disaster. But worse, he reveals how the economic incentive infrastructure across the country is broken, leading to waste, cronyism, and the steady transfer of tax revenue to corporations. Tabak details every kind of financial chicanery, from eminent domain abuse to good old-fashioned looting-all to benefit a coterie of consultants, politicians, and contractors. With compassion and care, he also reports the distressing stories of the many individuals whose lives were upended by Foxconn.

Before the discovery of insulin, a diagnosis of Type 1 diabetes was a death sentence. One hundred years after a milestone medical discovery, 'Insulin - The Crooked Timber' tells the story of how insulin was transformed from what one clinician called 'thick brown muck' into the very first drug to be produced using genetic engineering, one which would earn the founders of the US biotech company Genentech a small fortune. Yet when Canadian doctor Frederick Banting was told in 1923 that he had won the Nobel Prize for this life-saving discovery, he was furious. For the prize had not been awarded to him alone - but jointly with a man whom he felt had no right to this honour. The human story behind this discovery is one of ongoing political and scientific controversy. Taking the reader on a fascinating journey, starting with the discovery of insulin in the 1920s through to the present day, 'Insulin - The Crooked Timber' reveals a story of monstrous egos, toxic career rivalries, and a few unsung heroes such as two little known scientists whose work on wool fibres, carried out in a fume-filled former stable, not only proved to be crucial in unravelling the puzzle of insulin but ushered in a revolution in biology. It was the author's own shocking diagnosis with Type 1 diabetes that prompted him to sit down and write this book, but this story has lessons for us all about what technology can - and more importantly cannot - do for us. As the world pins its hopes on effective and lasting vaccines against Covid-19, these lessons from the story of insulin have never been more relevant.

Some of the worst corporate meltdowns over the past sixty years can be traced to passive directors who favored operational shortcuts over quality growth strategies. Thinking primarily about placating institutional investors, selective stockholders, proxy advisors, and corporate management, these inattentive and deferential board members have relied on short-term share price increases to sustain their companies long term. Driven by a desire for prosperity, not posterity, these actions can doom any company. In The Activist Director, attorney Ira M. Millstein looks back at fifty years of counseling companies, nonprofits, and governments to actively govern their corporations and constituencies. From the threat of bankruptcy and the ConEd blackout of 1970s New York City, to the meltdown of Drexel Burnham Lambert in the late 1980s, to the turnaround of General Motors in the mid-1990s, Millstein takes readers into the boardrooms of several of the greatest catastrophes and success stories of America's best-known corporations. His solution lies at the top: a new breed of activist directors who partner with management and reject short-term outlooks, plan a future based on growth and innovation, and take responsibility for corporate organization, strategy, and efficiency. What questions should we ask of potential board members and how do we know they'll be active? Millstein offers pragmatic suggestions for recruiting activist directors to the boardroom to secure the future of the corporation.

The remarkable story of one man's journey to leadership of the world's largest energy company, The Caravan Goes On is the first published inside account of the workings of the corporation by a CEO and represents a significant addition to the literature on the turbulent development of the world's oil industry. Frank Jungers, former President, Chairman and CEO of the petroleum giant Aramco, tells the inside story of his three decades in Saudi Arabia (1947-1978) with the world's largest oil producing company. A North Dakota farm boy Jungers rose to the top of one of the most important hydrocarbon enterprises ever, a company that eventually found itself responsible for nearly one-quarter of the world's oil resources. He writes of his face-to-face encounters with King Faisal and other Saudi leaders, and his role in steering the company through major international crises that included the 1973 Arab-Israeli war, the dramatic oil price increases of the 1970s, the Arab oil embargo and the OPEC hostage incident of 1975. Central to Jungers' story is his role in helping to develop Aramco's Saudi workforce in preparation for the eventual transfer of company ownership from four American oil majors to the Government of Saudi Arabia. He explains the unique nature of the ownership transfer, which was remarkably different from the bitter nationalization process seen in Iraq, Libya, Iran and Venezuela. Jungers describes how Aramco and the Kingdom of Saudi Arabia in an important sense grew up together, and he highlights the crucial role played by Aramco in the development of the young nation's infrastructure and economy. The Caravan Goes On describes the origins of the petroleum industry in Saudi Arabia, with the granting of a concession in 1933 to a subsidiary of Standard Oil of California, the first of Aramco's four oil-company parents. Jungers talks of his own origins as the son of farmer in North Dakota, the family's migration westward due to drought and depression, and his engineering studies at the University of Washington. Jungers began his career in Saudi Arabia working at Ras Tanura, site of Aramco's first oil refinery and oil tanker terminal. He describes how Aramco built its initial workforce, consisting of Americans, Italians, Saudis and other nationalities; he explains how it soon became clear that the future of the Saudi oil industry belonged not with foreign oil interest but to the people of Saudi Arabia; and he relates how he and others worked to give Saudis the training and incentives needed to take over and successfully operate what would become the world's premier oil producing and exporting company. At the same time, Aramco, with its technological expertise and its access to international specialists, began playing a central role in the development of the Kingdom of Saudi Arabia. The company, with support and encouragement of the Saudi Kings, took a lead role in building healthcare, agriculture, the railroads, the electric grid and other sectors of the Saudi economy. The story of the "King Faisal Era" (including the monarch's role in the oil price issue, the Arab oil embargo and his closed-door meetings with the King and his key advisers, including Oil Minister Shaikh Ahmed Zaki Yamani) are vividly described, as well as the shock of King Faisal's tragic death and the tense moments of the OPEC hostage incident that began in Vienna and ended in North Africa. Jungers speaks of his involvement in launching Saudi Arabia's Master Gas System, now a central part of the national economy and his pivotal role in the consolidation of Saudi Arabia's electrical power grid in the Eastern Province. When he returned to Saudi Arabia in 2008 to attend the celebrations of the company's 75th anniversary he fully realized the success of the Aramco venture - how it had indeed prepared large numbers of Saudis for the responsibilities of leading their country's oil industry into a new and exciting economic era. This personal, colorful and up-close view is required reading for oil-industry watchers as well as those interested in big business, geopolitics, America's role in the Middle East and the extraordinary transformation and emergence of modern Saudi Arabia since oil was discovered in its Eastern Province.

A juicy true story about sex, drugs, money, power, high heels, and overcoming adversity.
Tamara Mellon used her business savvy, creative eye, and flair for design to build Jimmy Choo into a premier name in global fashion. But despite her eventual fame and fortune, Mellon didn't have an easy road to success. Her seemingly glamorous beginnings were marked by a tumultuous family life, battles with anxiety and depression, and a stint in rehab. Now Mellon shares the whole larger-thanlife story--from her time as a young editor at Vogue to her partnership with cobbler Jimmy Choo to her very public relationships.
In creating the shoes that became a fixture onSex and the City and red carpets around the world, Mellon relied on her own impeccable sense of what her customers wanted. What she didn't know at the time was that success would come at a high price: struggles with an obstinate business partner, a conniving first CEO, a turbulent marriage, and a mother who tried to steal her hard-earned wealth.

Despite broad anecdotal evidence, little is known about the antecedents and outcomes of stakeholder trust when dealing with a family business. The topic has received little systematic attention, which is surprising given its importance as a potential competitive advantage for family businesses and the influence of family businesses in many markets around the world. In his dissertation, Hannes Hauswald tries to address this gap. In the course of three essays, he explores what drives stakeholder trust when dealing with family businesses. Furthermore, he sheds light on the outcomes of stakeholder trust for family businesses and relevant contingency factors.

"Selling under the Swastika" is the first in-depth study of commercial advertising in the Third Reich. While scholars have focused extensively on the political propaganda that infused daily life in Nazi Germany, they have paid little attention to the role played by commercial ads and sales culture in legitimizing and stabilizing the regime. Historian Pamela Swett explores the extent of the transformation of the German ads industry from the internationally infused republican era that preceded 1933 through the relative calm of the mid-1930s and into the war years. She argues that advertisements helped to normalize the concept of a "racial community," and that individual consumption played a larger role in the Nazi worldview than is often assumed. Furthermore, "Selling under the Swastika" demonstrates that commercial actors at all levels, from traveling sales representatives to company executives and ad designers, enjoyed relative independence as they sought to enhance their professional status and boost profits through the manipulation of National Socialist messages.

The Weyerhaeuser name looms large in Minnesota, Wisconsin, Washington, and Arkansas, attached to paper mills, cabinet factories, and vast tracts of land, both forested and cut over. Frederick Weyerhaeuser, the man who started the lumber empire, significantly shaped the American economy and landscape from Wisconsin westward in the nineteenth century. A complex and private man, Weyerhaeuser emigrated from Germany in 1852 at the tender age of eighteen. In just a few years, he would be a prominent lumberman, organising partnerships among competing companies, rationalising the business, and then making the largest timberland purchase in the history of the United States. Author Judith Koll Healey narrates the life of this extraordinary man through newly available resources: his extensive correspondence and journal entries as well as the letters and diaries of family members, friends, and business associates from around the country. She frames Weyerhaeusers many commercial opportunities and business decisions within both the familys internal dynamics and world events: war and unrest, economic upswings and downturns, and western expansion and eastern urbanisation. Throughout, Healey offers a thoughtful perspective on his achievements as well as the limitations of his vision for the expansion of the American West.

The Red Taylorist traces the adult life and works of Walter Polakov, focusing on his socialist scientific management ideals and the ways these were constrained by conventionality in the USA in the first half of twentieth century. Tracing Polakov's activities and achievements, this book explores the contradictions of a prolific writer, socialist engineer and scientific management ideologue in the decades until his death in 1948. Written from a management history scholarly perspective, it presents a unique and detailed viewpoint. There have been no prior biographies on Polakov, and very few on his fellow scientific managers, consulting engineers, or like-minded public intellectuals. Moreover, perceptions of scientific management or Taylorism have tended to emphasise the negative impacts on workers, whereas Polakov's socialist commitment suggests a much more nuanced approach. Aimed at scholars of management and history of management, Diana Kelly offers a detailed narrative of this important individual, while greatly enriching understanding of the broader historical and industrial context.

Decline can be avoided.

Decline can be detected.

Decline can be reversed.

Amidst the desolate landscape of fallen great companies, Jim Collins began to wonder: How "do" the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course?

In "How the Mighty Fall," Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, if they find themselves falling, reverse their course. Collins' research project--more than four years in duration--uncovered five step-wise stages of decline:

Stage 1: Hubris Born of Success

Stage 2: Undisciplined Pursuit of More

Stage 3: Denial of Risk and Peril

Stage 4: Grasping for Salvation

Stage 5: Capitulation to Irrelevance or Death

By understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom.

Great companies can stumble, badly, and recover.

Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins' research emphasizes, some companies do indeed recover--in some cases, coming back even stronger--"even after having crashed into the depths of Stage 4."

Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again.

Das Recht der stillen Gesellschaft eroeffnet einen weiten Gestaltungsspielraum. Dieses Werk stellt umfassend die besonderen rechtlichen Anforderungen dar, die fur die stille Beteiligung an einer Aktiengesellschaft gelten. Ausgehend von den Motiven fur die Rechtsformwahl werden die Moeglichkeiten und Grenzen der Vertragsgestaltung dargestellt. Die Darstellung fuhrt von der Begrundung der Beteiligung bis zu ihrer Beendung und berucksichtigt das Personengesellschaftsrecht, das Recht der Fremdfinanzierung der Aktiengesellschaft, das Konzernrecht und das Umwandlungsrecht.

In this amazing and at times ribald story, Laton McCartney tells how Big Oil handpicked Warren G. Harding, an obscure Ohio senator, to serve as our twenty-third president. Harding and his "oil cabinet" made it possible for cronies to secure vast fuel reserves that had been set aside for use by the U.S. Navy. In exchange, the oilmen paid off senior government officials, bribed newspaper publishers, and covered the GOP campaign debt. When news of the scandal finally emerged, the consequences were disastrous. Drawing on contemporary records newly made available to McCartney, "The Teapot Dome Scandal" reveals a shocking, revelatory picture of just how far-reaching the affair was, how high the stakes, and how powerful the conspirators-all told in a dazzling narrative style.

A historical look at the early evolution of global trade and how this led to the creation and dominance of the European business corporation Before the seventeenth century, trade across Eurasia was mostly conducted in short segments along the Silk Route and Indian Ocean. Business was organized in family firms, merchant networks, and state-owned enterprises, and dominated by Chinese, Indian, and Arabic traders. However, around 1600 the first two joint-stock corporations, the English and Dutch East India Companies, were established. Going the Distance tells the story of overland and maritime trade without Europeans, of European Cape Route trade without corporations, and of how new, large-scale, and impersonal organizations arose in Europe to control long-distance trade for more than three centuries. Ron Harris shows that by 1700, the scene and methods for global trade had dramatically changed: Dutch and English merchants shepherded goods directly from China and India to northwestern Europe. To understand this transformation, Harris compares the organizational forms used in four major regions: China, India, the Middle East, and Western Europe. The English and Dutch were the last to leap into Eurasian trade, and they innovated in order to compete. They raised capital from passive investors through impersonal stock markets and their joint-stock corporations deployed more capital, ships, and agents to deliver goods from their origins to consumers. Going the Distance explores the history behind a cornerstone of the modern economy, and how this organizational revolution contributed to the formation of global trade and the creation of the business corporation as a key factor in Europe's economic rise.

Tells the story of how America's biggest companies began, operated, and prospered post-World War I This book takes the vantage point of people working within companies as they responded to constant change created by consumers and technology. It focuses on the entrepreneur, the firm, and the industry, by showing--from the inside--how businesses operated after 1920, while offering a good deal of Modern American social and cultural history. The case studies and contextual chapters provide an in-depth understanding of the evolution of American management over nearly 100 years. American Business Since 1920: How It Worked presents historical struggles with decision making and the trend towards relative decentralization through stories of extraordinarily capable entrepreneurs and the organizations they led. It covers: Henry Ford and his competitor Alfred Sloan at General Motors during the 1920s; Neil McElroy at Procter & Gamble in the 1930s; Ferdinand Eberstadt at the government's Controlled Materials Plan during World War II; David Sarnoff at RCA in the 1950s and 1960s; and Ray Kroc and his McDonald's franchises in the late twentieth century and early twenty-first; and more. It also delves into such modern success stories as Amazon.com, eBay, and Google. Provides deep analysis of some of the most successful companies of the 20th century Contains topical chapters covering titans of the 2000s Part of Wiley-Blackwell's highly praised American History Series American Business Since 1920: How It Worked is designed for use in both basic and advanced courses in American history, at the undergraduate and graduate levels.

Few video game companies have a history as long and impressive as Sega Enterprises. Long before it took the home video game console market by storm, Sega was already an arcade powerhouse that successfully transferred its experience making coin-operated amusement machines into the video game boom of the late `70s and early `80s. The combined efforts of Sega's American, European, and Japanese branches revolutionized the arcade industry in ways that are still widely felt today. Thanks to their work, Sega has continued to innovate and lead the industry in design and quality for more than 40 years, producing some of the most famous arcade titles in history. Based on interviews with former Western and Japanese developers, as well as hundreds of English and Japanese documents, this book follows the rise of Sega in the video game industry, from its electromechanical machines of the mid-1960s to the acquisition of Gremlin Industries and the rise of its world-famous AM Studios, and finalizing with its merger with Sammy Corporation in 2003. 62 of Sega's most popular and ground-breaking games are explored in detail.

Josiah Wedgwood, perhaps the greatest English potter who ever lived, epitomized the best of his age. From his kilns and workshops in Stoke-on-Trent, he revolutionized the production of ceramics in Georgian Britain by marrying technology with design, manufacturing efficiency and retail flair. He transformed the luxury markets not only of London, Liverpool, Bath and Dublin but of America and the world, and helping to usher in a mass consumer society. Tristram Hunt calls him 'the Steve Jobs of the eighteenth century'. But Wedgwood was radical in his mind and politics as well as in his designs. He campaigned for free trade and religious toleration, read pioneering papers to the Royal Society and was a member of the celebrated Lunar Society of Birmingham. Most significantly, he created the ceramic 'Emancipation Badge', depicting a slave in chains and inscribed 'Am I Not a Man and a Brother?' that became the symbol of the abolitionist movement. Tristram Hunt's hugely enjoyable new biography, strongly based on Wedgwood's notebooks, letters and the words of his contemporaries, brilliantly captures the energy and originality of Wedgwood and his extraordinary contribution to the transformation of eighteenth-century Britain.

Consumer co-operatives provide a different approach to organizing business through their ideals of member ownership and democratic practice. Every co-operative member has an equal vote regardless of his or her own personal capital investment. The co-operative movement can also be an important force in promoting development and self-sufficiency in poorer areas, particularly in non-industrialised countries. This book explores in depth the fortunes of the Berkeley Consumer Co-operative, which became the largest consumer co-operative in the United States with 116,000 members in 1984 and viewed nationally as a leader in innovative retail practices and a champion of consumer rights. The Berkeley Consumer Co-operative is promoted by both supporters and opponents of the co-operative business model as a significant example of what can go wrong with the co-operatives. This book will provide the first in depth analysis of the history of the Berkeley Co-operative using its substantial but little used archives and oral histories to explore what the Berkeley experience means for the co-operative business model. The specific chapters relating to Berkeley will be organised around particular themes to highlight the issues relating to the co-operative business model and the local context of Berkeley. The themes relate to developments in Berkeley and the Bay Area in terms of the economy, politics and the retail environment; the management of the Berkeley co-operative, looking at governance, financial management and strategic decisions; relationship of management with members and employees; and finally, the relationship of the Berkeley Co-operative with the community. The core message of the book is that it is not inevitable that consumer co-operatives fail, but that the story of Berkeley story can provide insights that can strengthen the co-operative business model and minimise failures on the scale of Berkeley occurring in the future.

A fast-growing social media marketing company, TechCo encourages all of its employees to speak up. By promoting open dialogue across the corporate hierarchy, the firm has fostered a uniquely engaged workforce and an enviable capacity for change. Yet the path hasn't always been easy. TechCo has confronted a number of challenges, and its experience reveals the essential elements of bureaucracy that remain even when a firm sets out to discard them. Through it all, TechCo serves as a powerful new model for how firms can navigate today's rapidly changing technological and cultural climate. Catherine J. Turco was embedded within TechCo for ten months. The Conversational Firm is her ethnographic analysis of what worked at the company and what didn't. She offers multiple lessons for anyone curious about the effect of social media on the corporate environment and adds depth to debates over the new generation of employees reared on social media: Millennials who carry their technological habits and expectations into the workplace. Marshaling insights from cultural and economic sociology, organizational theory, economics, technology studies, and anthropology, The Conversational Firm offers a nuanced analysis of corporate communication, control, and culture in the social media age.

An in-depth history of how finance remade everyday life in Thatcher's Britain. Are We Rich Yet? tells the story of the financialization of British society. During the 1980s and 1990s, financial markets became part of daily life for many Britons as the practice of investing moved away from the offices of the City of London, onto Britain's high streets, and into people's homes. The Conservative Party claimed this shift as evidence that capital ownership was in the process of being democratized. In practice, investing became more institutionalized than ever in late-twentieth-century Britain: inclusion frequently meant tying one's fortunes to the credit, insurance, pension, and mortgage industries to maintain independence from state-run support systems. In tracing the rise of a consumer-oriented mass investment culture, historian Amy Edwards explains how the "financial" became such a central part of British society, not only economically and politically, but socially and culturally, too. She shifts our focus away from the corridors of Whitehall and towards a cast of characters that included brokers, bankers and traders, newspaper editors, goods manufacturers, marketing departments, production companies, and hundreds of thousands of ordinary men and women. Between them, they shaped the terrain upon which political and economic reform occurred. Grappling with the interactions between structural transformation and the rhythms of everyday life, Are We Rich Yet? thus understands the rise of neoliberalism as something other than the inevitable outcome of a carefully orchestrated right-wing political revolution.

How chartered company-states spearheaded European expansion and helped create the world's first genuinely global order From Spanish conquistadors to British colonialists, the prevailing story of European empire-building has focused on the rival ambitions of competing states. But as Outsourcing Empire shows, from the seventeenth to the twentieth centuries, company-states-not sovereign states-drove European expansion, building the world's first genuinely international system. Company-states were hybrid ventures: pioneering multinational trading firms run for profit, with founding charters that granted them sovereign powers of war, peace, and rule. Those like the English and Dutch East India Companies carved out corporate empires in Asia, while other company-states pushed forward European expansion through North America, Africa, and the South Pacific. In this comparative exploration, Andrew Phillips and J. C. Sharman explain the rise and fall of company-states, why some succeeded while others failed, and their role as vanguards of capitalism and imperialism. In dealing with alien civilizations to the East and West, Europeans relied primarily on company-states to mediate geographic and cultural distances in trade and diplomacy. Emerging as improvised solutions to bridge the gap between European rulers' expansive geopolitical ambitions and their scarce means, company-states succeeded best where they could balance the twin imperatives of power and profit. Yet as European states strengthened from the late eighteenth century onward, and a sense of separate public and private spheres grew, the company-states lost their usefulness and legitimacy. Bringing a fresh understanding to the ways cross-cultural relations were handled across the oceans, Outsourcing Empire examines the significance of company-states as key progenitors of the globalized world.