Erik Eriksen is a remarkable individual. He has no college degrees yet is Professor of Human Development at Harvard University. He came to psychology via art, which explains why the reader will find him painting contexts and backgrounds rather than stating dull facts and concepts. He has been a training psychoanalyst for many years as well as a perceptive observer of cultural and social settings and their effect on growing up. This is not just a book on childhood. It is a panorama of our society. Anxiety in young children, apathy in American Indians, confusion in veterans of war, and arrogance in young Nazis are scrutinized under the psychoanalytic magnifying glass. The material is well written and devoid of technical jargon. The theme of the volume is that it is human to have a long childhood which will leave a lifelong residue of emotional immaturity in man. Primitive groups and

Childhood and Society.

The World is Flat: A Brief History of the Twenty-First Century Thomas L. Friedman Farrar, Straus and Giroux, 2005 Thomas Friedman is a widely-acclaimed journalist, foreign affairs columnist for the New York Times, and author of four best-selling books that include From Beirut to Jerusalem (1989). His eminence as a journalist is clearly demonstrated in the way he prepared for The World is Flat. He traveled throughout the world, interviewing in depth the political and business leaders who have the most direct, hands-on knowledge of the truly incredible developments occurring in the business structures and technology of globalization. Only a journalist who moves freely at the highest levels could interview the likes of Sir John Rose, the chief executive of Rolls-Royce; Nobuyuki Idei, the chairman of Sony; Richard Koo, the chief economist for the Nomura Research Institute; Bill Gates of Microsoft; Wee Theng Tan, the president of Intel China; David Baltimore, president of Caltech; Howard Schultz, founder and chairman of Starbucks; Nandan Nilekani, CEO of Infosys in Bangalore - and many others, each of whom gave him the inside story of how, specifically, the barriers of time and space separating economies, workforces, sources of capital, and technical abilities are crumbling. The result of this unfolding story, already far along but with much farther to go, according to Friedman, is that "the world is flat." With some notable exceptions in sub-Saharan Africa and the Islamic swathe, everything is connected with everything else on a horizontal basis, with distance and erstwhile time-lags no longer mattering. Friedman describes in detail the galloping globalization that has unfolded in even so limited a time as the past five years. Under the impetus of a worldwide network of interconnectivity, the world economy is much-changed from what it was at the turn of the century a mere half-decade ago. Friedman quotes the CEO of India's Infosys: "What happened over the last [few] years is that there was a massive investment in technology, especially in the bubble era, when hundreds of millions of dollars were invested in putting broadband connectivity around the world, undersea cables," while (Friedman paraphrases him) "computers became cheaper and dispersed all over the world, and there was an explosion of software - e-mail, search engines like Google, and proprietary software that can chop up any piece of work and send one part to Boston, one part to Bangalore, and one part to Beijing...." Microprocessors today have 410 million transistors compared to the 2800 they had in 1971. And now, "wireless is what will allow you to take everything that has been digitized, made virtual and personal, and do it from anywhere." The effect on productivity is revolutionary: "It now takes Boeing eleven days to build a 737, down from twenty-eight days just a few years ago. Boeing will build the next generation of planes in three days, because all the parts are computer-designed for assembly." The most strikingly informative aspect of this book, however, is not about technology. Most especially, Friedman explores the rapidly evolving global business systems, each constantly regenerating itself to keep ahead of the others. These are systems that span the continents seeking the lowest-cost providers of everything from expert scientific and engineering work to the lowliest grunt work. Friedman points out that India produces 70,000 accounting graduates each year - and that they are willing to start at $100 a month. It is no wonder that Boeing employs 800 Russian scientists and engineers for passenger-plane design when "a U.S. aeronautical engineer costs $120 per design hour, a Russian costs about one-third of that." Friedman describes a call center in India where outbound callers sell "everything from credit cards to phone minutes," while operators taking inbound calls do "everything from tracing lost luggage for U.S. and European airline passengers to solving computer problems for confused American consumers. …

The World Is Flat: A Brief History of the Twenty-First Century

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https://link.springer.com/content/pdf/10.1057%2Fjors.1974.92.pdf

The Nature of Managerial Work

Technical foundations introduction software reliability and system reliability the operational profile software reliability modelling survey model evaluation and recalibration techniques practices and experiences best current practice of SRE software reliability measurement experience measurement-based analysis of software reliability software fault and failure classification techniques trend analysis in validation and maintenance software reliability and field data analysis software reliability process assessment emerging techniques software reliability prediction metrics software reliability and testing fault-tolerant SRE software reliability using fault trees software reliability process simulation neural networks and software reliability. Appendices: software reliability tools software failure data set repository.

/pdf/handbook-of-software-reliability-engineering-32dwvaljmm.pdf

Handbook of software reliability engineering

Since the publication of Williamson's Markets and Hierarchies, many empirical articles have investigated the tenets of transaction cost theory. Using meta-analytic techniques, we quantitatively syn...

https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=6191&context=lkcsb_research

Make, Buy, or Ally: A Transaction Cost Theory Meta-Analysis

This study has examined software reliability using a risk management framework to analyze popular risk management models with regard to their emphasis on risk avoidance. Too often, risk reduction occurs late in the software development life cycle when changes are costly and less effective. We suggest that early risk avoidance techniques, like the cleanroom software development process and its sub-process of software inspections, leads to superior products. Our approach is different from the current mainstream approach of testing to eliminate errors because we propose using risk models that emphasize preventive risk management early in development. We argue that the use of risk avoidance leads to benefits that far outweigh the cost of implementation.

Improving risk management: moving from risk elimination to risk avoidance

Purpose – Collaborations and partnerships that span economic sectors heighten the complexity of decision-making processes and introduce challenges for structuring collective action. As hybrid organizations designed for cooperation, multi-sector partnerships involving firms from the private, public, and nonprofit industries are more likely to utilize a platform of open strategy than their single-sector counterparts. Through studying the decision-making process of multi-sector partnerships, the purpose of this paper is to suggest that the formative extra-organizational boundary conditions of these partnerships create fertile ground for a platform of open strategy. Design/methodology/approach – This manuscript presents a thorough analysis of the literature regarding multi-sector partnerships and the construct of open strategy to consider the importance of goal interdependence and strategic openness in the strategic decision-making process. The combination of these research streams results in a theoretical mo...

An exemplar of open strategy: decision-making within multi-sector collaborations

Given the importance of leadership in organizations, an attempt to integrate the many disparate concepts and constructs related to this topic is long overdue. With that goal in mind, an integrative framework was created that focuses on three distinct levels of abstraction- big leadership, mid-range leadership, and small leadership. Within this tripartite taxonomy, an attempt was made to reconcile some vexing issues that have been frustrating academics and practitioners alike.Big leadership is viewed as transformational in nature, requiring a charismatic visionary being in the right place at the right time. Both mid-range and small leadership, however, are transactional in nature, but small leadership is so to a fault.Our approach to mid-range leadership theory attempts to identify the important dimensions of transactional leadership, differentiate the normative from the situational ones, and specify the conditions under which the situational leadership factors apply.In our framework, small leadership cons...

An Attempt At A Consentience Regarding Formal Leadership

We explore the integration of trust and distrust as defined by Lewicki, McAllister, and Bies (1998) with its effects on team-based designs. A hypothetical long-term contract simulation was used to study trust and distrust through a medium-term, qualitative analysis. Results indicate that teams respond differently to trust and distrust perceptions in the development of contracts. Discussion of the Lewieki et al. (1998) model demonstrates that while trust served to loosen formalities between teams and led to higher perceived quality, the presence of distrust led to the development of competition between teams, higher inter-team accountability and lesser perceived quality. Introduction Organizations have not only been witness to but active participants in a major phenomena over the past twenty years: the increasing use of teams to develop and implement long-term contracts used in outsourcing organizational work (Adler, 2004; Barthelemy & Adsit, 2003; Benfratello & Sembenelli, 2002; Boswell, 2000; Cohen & Bailey, 1997; Paladino, Bates & da Silveira, 2002; Schilling & Steensma, 2001). An assumption behind outsourcing is that trust improves communication and cooperation between teams in the accomplishment of organizational work (Boon & Holmes, 1991; Dasgupta, 1988; Jeffries & Reed, 2000; Mayer, Davis & Schoorman, 1995). While it is clear that research has indicated a need for trust in partnering relationships, the study of how trust and distrust affect inter-team based designs is clearly understudied and, thus, underdeveloped. The purpose of this paper is to contribute to our understanding of the effects of trust and distrust perceptions on inter-team processes and outcomes. Using Lewicki, McAllister, and Bies's (1998) model of trust and distrust, we studied groups in a capstone business course to more fully understand how inter-team interactions are affected by the perception of simultaneous trust and distrust. This paper investigates two fundamental assumptions with regard to trust and distrust. First, we explore the basis for understanding how inter-team relationships are affected by simultaneous trust and distrust. Given the fast-paced nature of today's work environment, the formation of 'swift' trust and distrust implies that teams have to make quick decisions based on interdependence of work between teams. This study also provides a fundamental assessment of how simultaneous trust and distrust perceptions affect the formality and boundaries of inter-team interactions. Since teams are being used more frequently and for more varied types of work, an investigation of Lewicki et al.'s (1998) model is long overdue. Do trust and distrust work together as hypothesized by Lewicki et al. (1998)? This study provides insight into how teams parlay perceptions of trust and distrust into a future partner relationship. The Integration of Trust and Distrust in Long-Term Contracting Outsourcing typically involves some degree of negotiation between teams and research in the outsourcing of organizational work providing an intricate blend of information regarding team adaptation and communication (Adler, 2004; Bell, 1990; Helewitz, 2003; Robinson & Volkov, 1998). Outsource teams integrate individual, team, functional and organizational norms in negotiating long-term contracts (Bazerman, 1983; Knorr & Knorr, 1978; Lacity & Willcocks, 1998; Niederman, Brangeay, & Wetherbe, 1991), yet these teams are constrained by contextual factors like trust and distrust. Teams develop long-term contracts based on perceptions of trust and distrust. The concepts of trust and distrust have been researched for over 40 years with an emphasis on the intentions and behaviors of those in which a trading relationship exists (Deutsch, 1960; Hosmer, 1995). Key to understanding trust and distrust is the fact that these concepts are two unique conditions, not opposite ends of the same continuum (Luhmann, 1979). …

/pdf/swift-trust-and-distrust-in-strategic-partnering-3xvczf9pac.pdf

Terry R. Adler

Papers

Improving risk management: moving from risk elimination to risk avoidance

An exemplar of open strategy: decision-making within multi-sector collaborations

An Attempt At A Consentience Regarding Formal Leadership

Swift Trust and Distrust in Strategic Partnering Relationships: Key Considerations of Team-Based Designs

An analysis of risk sharing in strategic R&D and new product development projects