Choice is a key concept of our time. It is a foundational mechanism for every legal order in societies that are, politically, constituted as democracies and, economically, built on the market mechanism. Thus, choice can be understood as an atomic structure that grounds core societal processes. In recent years, however, the debate over the right way to theorize choice - for example, as a rational or a behavioral type of decision making - has intensified. This collection provides an in-depth discussion of the promises and perils of specific types of theories of choice. It shows how the selection of a specific theory of choice can make a difference for concrete legal questions, in particular in the regulation of the digital economy or in choosing between market, firm, or network. In its first part, the volume provides an accessible overview of the current debates about rational versus behavioral approaches to theories of choice. The remainder of the book structures the vast landscape of theories of choice along with three main types: individual, collective, and organizational decision making. As theories of choice proliferate and become ever more sophisticated, however, the process of choosing an adequate theory of choice becomes increasingly intricate. This volume addresses this selection problem for the various legal arenas in which individual, organizational, and collective decisions matter. By drawing on economic, technological, political, and legal points of view, the volume shows which theories of choice are at the disposal of the legally relevant decision-maker, and how they can be operationalized for the solution of concrete legal problems. The editors acknowledge the kind support of the Fritz Thyssen Foundation for an exploratory conference on the subject of the book.

To successfully conclude a business conversation, negotiation skills and tactics are not enough. If you enter a negotiation with fear, self-doubt or lack of conviction, you will not win no matter how well tactically you have been trained. Negotiation Booster is a novel approach leveraging the task related aspects of a negotiation with the underlying factors, such as emotions, ego, and stress. Negotiation Booster is the ultimate guide to winning negotiations through self-empowerment. By bridging the strategic aspects with a self-management booster, the book will help you develop strategies for thriving in your negotiations. Negotiation Booster draws from interdisciplinary sources. It equips the reader with cutting-edge insights into the key negotiation concepts, fundamental negotiation strategies, communication skills, perception and impression management techniques, the determinants of desired outcomes, and the issues that negotiators face internally and externally in the negotiation process.

Each manager of a department, or a specific responsibility, must assess the data issues and risks as are relevant to their individual department. The manager must assess what data exists; whether it is permitted for use; filter out (including deletion of) data that is over-broad or otherwise not permitted; and ensuring procedures to identify and eliminate processes that open up the risk of future unjustified data collections. While other agents of the company or organisation will have responsibilities in relation to data protection compliance, the manager of a department must also engage in best practices that focus on the data protection obligations of the department. Data protection compliance requires not just adherence to specific data protection legal provisions, but a full understanding of what data exists in the department, company or organisation, where it is located and for what purpose. The personnel manager needs to be satisfied that all of the internal personnel records are fully data protection complaint. Just one of the dangers is that these issues are not addressed in appropriate reviews, contracts and policies. Another risk gap is that there may be policies, etc., but the manager omitted to appropriately include other non full time employees, such as those whom may be contractors, temporary staff, interns, or family members. The marketing manager needs to be satisfied that all of the current and proposed marketing activities, customer lists, and user lists are all compliant with the new data protection rules. Organisations should have undergone an A - Z review of data protection compliance in the lead up to the new EU General Data Protection Regulation (GDPR) go-live date. In many organisations there will be many activities and actions which carried over from the GDPR review. These need to continue to be actioned. In addition, there is also a new Data Protection Act 2018 to consider. Organisations should also have appointed a new Data Protection Officer (DPO) to assist in these efforts and to be the official point of contact internally and externally (for data protection supervisory authorities and for customers and users). Critically, all Managers need to be aware of data protection compliance and related issues within their own Department. The Manager has duties and responsibilities. The Manager cannot simply assume that someone else will do it, or that all data protection issues for their Department are already being dealt with by the DPO or some other Department.

Businesses exist to provide goods and services to customers, and in doing so, they take risks. Among these risks is the chance of losing money in lawsuits filed by customers, employees, and others negatively impacted by the business. Insurance provides some protection against these liabilities, but lawsuits still take their toll. This book covers the subject of economic damages and its role in insurance claims, lawsuits, and injunctions against businesses. This book will help the reader to identify economic damages as a component of business liability, describe the business risk posed by economic damages, explain some key determinants of economic damages, and estimate economic damages and business loss in a variety of cases.