Eighty years after the fall of Benito Mussolini, controversy remains about what his dictatorship represented. This reflects the different sides to the Duce's leadership: while adept at nurturing and enforcing his personal political power, Mussolini's lack of insight into the requirements of governance prevented him from converting this power into influence to achieve his goals. His efforts to maintain the support of Italy's conservative elites--economic, social and political--also created tensions with his radical Fascist ambitions, diminishing the momentum behind his regime. Mussolini is frequently portrayed as a charismatic leader, but his rule was secured principally by coercion, violence and a 'spoils system'. Nonetheless, his personality cult had significant popular appeal, even if based upon a political myth. This enabled him to consolidate his position and to dominate his Fascist colleagues--but at a price of over-centralised, dysfunctional decision-making. In this book, the first comprehensive English- language study of Mussolini in nearly two decades, Peter J. Williamson brings to life the contradictions within the Duce's leadership. Using a wide range of sources, Williamson reveals how these conflicts impeded the dictator's ambitions, leaving him increasingly frustrated, all while most Italians endured the severe privations of both failure and Fascism.

Multinationals from Brazil, Russia, India and China, known as the BRIC countries, are a new and powerful force in global competition and are challenging the incumbency of much older global companies from the developed world. Emerging market multinational enterprises (EMNEs) now account for a quarter of foreign investment in the world, are a prolific source of innovation and make almost one in three cross-border acquisitions globally. Despite this, traditional theories of international business do not provide a satisfactory explanation of their behaviour or performance. The authors of this book shine new light on the rise of the EMNEs and how they have built a competitive advantage through innovation, novel configurations of their international value chains and the acquisition of companies overseas. Any manager, policy maker or researcher who wishes to understand the emergence of this new breed of multinational will find this book an invaluable resource.

Originally published in 1985, this book provides a comprehensive discussion of the concept of corporatism. It seeks to develop models of the different types of corporatism against the background of a general model. It represents a systematic attempt to clarify, rather than simply discuss, the concept of corporatism in its various usages. It examines the three varieties of corporatism: a body of nineteenth- and twentieth-century prescriptive economic and social thought; the practice of certain authoritarian regimes with private ownership of the means of production and wage labour; and a theoretical tool of analysis employed to study relations between organised groups and the state in ostensibly liberal democracies. It draws on a wide range of historical and contemporary writing on the subject, and includes a detailed study of the ideas behind and nature of corporatism in Fascist Italy and in Portugal under Salazar and Caetano. The discussion of the varieties of corporatism is clearly related to debates in the social sciences on its nature.

To succeed in the face of disruptive competition, companies will need to harness the power of a wide range of partners who can bring different skills, experience, capacity, and their own networks to the task. With the advent of new technologies, rapidly changing customer needs, and emerging competitors, companies across more and more industries are seeing their time-honored ways of making money under threat. In this book, Arnoud De Meyer and Peter J. Williamson explain how business can meet these challenges by building a large and dynamic ecosystem of partners that reinforce, strengthen, and encourage innovation in the face of ongoing disruption. While traditional companies know how to assemble and manage supply chains, leading the development of a vibrant ecosystem requires a different set of capabilities. Ecosystem Edge illustrates how executives need to leave notions of command and control behind in favor of strategies that will attract partners, stimulate learning, and promote the overall health of the network. To understand the practical steps executives can take to achieve this, the authors focus on eight core examples that cross industries and continents: Alibaba Group, Amazon.com, ARM, athenahealth, Dassault Systèmes S.E., The Guardian, Rolls-Royce, and Thomson Reuters. By following the principles outlined in this book, leaders can learn how to unlock rapid innovation, tap into new and original sources of value, and practice organizational flexibility. As a result, companies can gain the ecosystem edge, a key advantage in responding to the challenges of disruption that business sees all around it today.

Multinationals from Brazil, Russia, India and China, known as the BRIC countries, are a new and powerful force in global competition and are challenging the incumbency of much older global companies from the developed world. Emerging market multinational enterprises (EMNEs) now account for a quarter of foreign investment in the world, are a prolific source of innovation and make almost one in three cross-border acquisitions globally. Despite this, traditional theories of international business do not provide a satisfactory explanation of their behaviour or performance. The authors of this book shine new light on the rise of the EMNEs and how they have built a competitive advantage through innovation, novel configurations of their international value chains and the acquisition of companies overseas. Any manager, policy maker or researcher who wishes to understand the emergence of this new breed of multinational will find this book an invaluable resource.

Provides a comprehensive introduction to the subject of financial markets for college level students.