The Indonesian Economy During the Soeharto Era: a Review

At the beginning of the 1970s it was easy to believe that the road ahead for Indonesiawas difficult. But as the decade unfolded, the changes across the Indonesian economy,and the sustained growth, surpassed all expectations. Numerous dramatic events seizedIndonesian and International attention during the 1970s including corruption issues,the 1972 rice crisis, the Malari riots of early 1974, and the impact of the first oil boomincluding the Pertamina crisis. Anne Booth and I reviewed these developments inour edited collection of articles on The Indonesian economy during the Soeharto era.Looking back, our edited volume captured the excitement of the 1970s and, perhaps,was rather too cautious in looking towards the further gains that changes in the nextfew decades would bring to Indonesia

Management and staffing challenges

Community banks are known for their personal service and strong customer relationships. They are an important source of working capital for small businesses and act as engines of economic growth for their communities. If they are to continue in these roles, community banks must be able to attract strong, competent management and dedicated, capable staff. However, our examiners have noted a general aging of senior management at many of the banks they visit. In addition, they have noted instances of understaffing at smaller banks. With this anecdotal information, we asked Tenth District bankers if they will be able to meet their management and staff needs and what personnel challenges they see ahead over the next five years, 2001 to 2005. ; Looking forward, a significant majority of District community banks believe they can attract and retain the directors, officers, and staff they will need. In those instances where bankers saw problems ahead, invariably it was factors beyond the bank’s control—lack of qualified individuals, poor community prospects, or tight labor markets—that were seen as stumbling blocks rather than banks’ inherent inability to pay a competitive wage. Thus, it is the demographics of the marketplace rather than the competition of the marketplace that weighs more heavily on the future of those that see problems in getting directors, officers, and staff for their banks. ; On a more specific matter, management succession may become an increasingly important issue for many banks as time passes. Many executives at survey banks plan to retire, and a good number (as many as 30 percent of chief executive officers) will reach age 65 during the next five years. However, only about 30 percent of survey banks had written succession plans. Even taking into account family ownership and possible succession arrangements within families, nearly 40 percent of survey banks were left without some form of management succession plan in place, leaving them exposed to a potential leadership shortfall at a time when officer turnover may increase. If survey results typify those for banks more generally, succession is an important evolving issue that deserves attention by bank management and bank supervisors before future turnover, expected or unexpected, occurs.Banks and banking ; Federal Reserve District, 10th ; Management

China's absorptive State: research, innovation and the prospects for China-UK collaboration

China's innovation system is advancing so rapidly in multiple directions that the UK needs to develop a more ambitious and tailored strategy, able to maximise opportunities and minimise risks across the diversity of its innovation links to China. For the UK, the choice is not whether to engage more deeply with the Chinese system, but how. This report analyses the policies, prospects and dilemmas for Chinese research and innovation over the next decade. It is designed to inform a more strategic approach to supporting China-UK collaboration

Fundamental Forces Affecting Livestock Producers

Market Forces, Livestock Production, Porter’s Five Forces, Agribusiness, Livestock Production/Industries, L10, L22, L80, Q13,

From the mountains to the prairies : the banking environment in the Tenth Federal Reserve District

The Tenth Federal Reserve District consists of many types of markets within which District institutions operate. Since conditions in the District environment can vary from dynamic to slow-growing, these markets offer both challenge and opportunity that financial institutions must understand to be successful. But what is the level of change in the District environment and how might that change be materializing? This article considers the environment within the Tenth District and discernible trends within that environment. We highlight the major factors that influence bank behavior and condition, including demographic, economic and structural conditions and trends. The 2000 census information is used in conjunction with that of prior census surveys to describe where the District is today and from where it has evolved demographically. Economic data, including gross state product information, allows us to report the shifts in industrial focus for various markets and the District as a whole. The article also considers changes in the industry and describes how banking consolidation has evolved within the District. Finally, the article looks at potential future trends, to shed light on emerging environmental factors of which District banks may take into account in their planning process.Federal Reserve District, 10th

Armenia after a decade of reform

Enrique Gelbar

The Monetary Union: The Decade Ahead. The Case of Non-Member States

What are the prospects for New Member States to join the euro-zone in the not too distant future? They seem to be in a catch-22 situation Because of the current financial crisis some Maastricht criteria would be more difficult to fulfil in the short and medium term, which would make it hard for them to join the eurozone. But there is also an argument, which highlight benefits of a faster accession due to dynamic effects for the countries involved and for the eurozone as a whole.http://deepblue.lib.umich.edu/bitstream/2027.42/64421/1/wp947.pd

Shanghai rising in a globalizing world

In a globalizing world, cities at or near the apex of the international urban hierarchy are among the favored few--New York, London, and Tokyo--that have acquired large economic, cultural, and symbolic roles. Among a handful of regions that aspire to such a role--such as Hong Kong, Miami, and Sao Paulo--Shanghai has reasonable long-term prospects. If the Chinese economy can sustain its growth rate, it will rival the United States in a few decades. And if Shanghai can sustain its preeminence in China, it is the Asian city most likely to become a global center. The authors explore the makings of a world city, identify ingredients essential for that status, indicate national and municipal policies that may set Shanghai on the path to being a global city, and show how such policies are being implemented. As urbanization continues, the authors say, and as information technology and finance-related service activities take on even more importance, the number of regional and global centers could increase, but only if they satisfy some exacting requirements. Shanghai's chances, for example, depend on the extent to which China opens up and on a host of municipal policies--policies that emphasize Shanghai's industrial strength, substantially enlarge its base of information technology and producer services, ensure an adequate supply of skills, expand available housing and infrastructure enough to meet demand, and improve the quality of life.Decentralization,Banks&Banking Reform,Municipal Financial Management,Payment Systems&Infrastructure,Environmental Economics&Policies,Environmental Economics&Policies,ICT Policy and Strategies,Public Sector Economics&Finance,Banks&Banking Reform,Municipal Financial Management